Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Innovations in Logistics Management as a Direction for Improving the Logistics Activities of Enterprises

Innovations in Logistics Management as a Direction for Improving the Logistics Activities of... Nowadays innovations became the most important element of the country’s economic development, since they provide a qualitative increase in the efficiency of processes or end production demanded by the market. In this article, the innovation of processes, viz. the processes of logistic management of the production-economic organ- ization is proposed. Innovations in logistics management, as a direction of logistics activity improvement provide the development of new tools (methods, criteria, indices) in methodological logistics’ groundwork, as well as im- proving the mechanism for the formation and functioning of micro- and macro-logistic systems. The aim of the research is to develop scientific and methodological recommendations for the application of logistics manage- ment innovations that involve designing the logistics system through the improvement of the enterprise’s organ- izational structure as an element of the economic macro environment. Logistic system designing approach is sug- gested, that anticipates an enterprise’s organizational structure formation under the process-matrix principle (unification of functional and process management approaches) and the establishment of the effective enter- prise’s logistic service that plays the role of coordinator and integrator of its business-processes. Efficient organi- zation structure formation, that provides logistics approach implementation in practical enterprises’ activity is grounded by authors. The result of the innovations in logistics management appliance is effective logistic system’s design, in which the coordinated material, informational and financial flows motion is carried out. In the result, it ensures efficient enterprise’s business-processes functioning and organic improvement of its organizational struc- ture. Key words: logistics management, enterprise, organizational and managerial innovation, business-processes, logistics system INTRODUCTION tiveness of the country, of course if there are efficient lo- In the context of globalization of the economy, logistics gistics management. The role of logistics and its intercon- has become an important component of the competitive- nectedness with the country's profitability and wealth is ness and innovation activity of the enterprise. And at the demonstrated by the data presented in the report of national level, the logistics industry makes a very signifi- World Bank for 2007-2018 [1]. The basis of ensuring the cant contribution to GDP, general incomes and competi- efficiency of logistics management should be its innova- 10 Management Systems in Production Engineering 2022, Volume 30, Issue 1 tiveness. Improving the efficiency of enterprise manage- According to Sergiienko et al. [20] any production-eco- ment on the basis of innovation activity is the subject of nomic organization consists of three functional fields: pro- regulation not only at the level of an individual country duction, finances and marketing. This is classical concep- but also at the international level [2, 3]. Since a certain tion of the functional formation principle of the enter- production-economic organization is a link of the supply prise’s organizational structure. chain, the efficiency and reliability of the whole chain de- An enterprise can implement not entire process approach, pends on the rationality and efficiency of its logistics sys- but, in accordance with Brown [21] propositions, apply ma- tem. Therefore, we will focus further on this link, i.e. the trix-process structures. In this case vertical and horizontal formation of the logistics system of the enterprise as an mechanisms of business-processes management will com- element of the supply chain. The basic component of lo- bine, while some functional liability zones will be kept. But gistic innovative systems activity is the organizational how can this matrix-process principle be applied during management structure formation with high level of inno- the formation of the enterprise’s logistics system and dur- vative reception. It facilitates interfunctional coordination ing the management of this system, which is essentially during the process of enterprise’s business-processes cybernetic? Remind the definition of the "cybernetic sys- functioning. tem" concept and formulate the definition of the logistics system to ascertain the legitimacy of the logistics system LITERATURE REVIEW perception as a cybernetic with all the consequences that Studying theoretical achievements of foreign and appear in it. According to academician Orlovska [22], cy- domestic scientists concerning the problems of innovative bernetic system is “a enormous number of intercon- development of enterprises Davenport [4] and Andrusiv & nected objects called system elements that can perceive, Galtsova [5] it could be concluded that the overwhelming memorize and reprocess information, and exchange infor- majority of researches is oriented to the production mation also”. Hajinsky [23] defines the logistics system as concept of innovation development, which focuses an adaptive feedback system that performs certain lo- primarily on product and technological innovations gistic functions and logistic operations, which usually con- Becheikh et al. [6] and Illiashenko & Shypulina [7]. In sists of several subsystems and has developed connec- accordance with Oslo’s international standards, tions with the external environment. From the view point innovation is the result of innovative activity, realized as a of business practice, the following definition of the logis- new or enhanced product presented on the market [8]. tics system as a structured economic system can be given: Many scientists focus on the organizational aspect of in- “The logistics system is a relatively stable body of links novation Armbruster et al. [9], Andrusiv et al. [10], Cros- (structural/functional divisions of the company, as well as san & Apaydi [11]. Certain researchers connect technolog- suppliers, customers and logistics intermediaries), inter- ical and organizational innovations Camisón & Villar- connected and united by the single management of the López. [12] and Cherchata et al. [13] among others. logistics process (their material and associated flows) for However, in an unstable environment, increased compe- the implementation of the company’s operating strat- tition in domestic and international markets and the egy”. In fact, the supply chain is a cybernetic logistics sys- search for new reserves in entrepreneurial activity, the tem, and supply chain management is the integration of key factors of success become not only industrial innova- key business processes that start with the end-customer tions, but organizational and managerial innovations. and cover all goods suppliers, services and information Therefore, the issue of intensifying the production of in- [24]. The questions of the impact of supply chain partners, novative approaches to the management of logistics pro- as elements of the system, on the performance of each cesses is relevant today. other are investigated in the article [25]. A representative Logistics innovations can be considered as organizational sample of vertical relationships in supply chains (22,500 and managerial innovations aimed at flexible integrated observations) had been investigated. The authors reached management systems building that provide the con- a conclusion that the presence of a productive partner in sistency and balance of management decisions both the supply chain helps the firm to increase its own produc- within certain functional divisions of the enterprise and tivity, especially if the firm’s client is a more productive on the interfunctional level, as well as in the process of partner. Besides, the authors considered that the concen- business relationships with external contractors. Such sci- tration of supply chain and the maturity of relations influ- entists as Kinash [14], Gonzalez [15]; Little [16]; Ryikalina ence the productivity of the company, as an element of [17] etc. that study logistic processes functioning prob- the supply chain. lematic pay attention to logistics innovations. The importance of choosing suppliers policy in conditions It is necessary to use special methodological toolkit to de- of possible production failures in the company's activities sign logistic systems, to analyse, to estimate integrated is explored in the article [26]. Costs and benefits of a flex- flows processes management efficiency in order to opti- ible strategy for interacting with suppliers, viz. the availa- mize costs, that is ultimate aim of logistic strategy realiza- bility of regular and reserve suppliers estimated in the ar- tion. According to scientists’ majority Krykavskyi & Chor- ticle. The authors observed that the supply chain perfor- nopyska [18] and Popovychenko & Cherchata [19], one of mance may deteriorate due to the availability of a flexible the typical management structures is used to design an source of resources. In practice sole sourcing is typically enterprise’s organizational structure of logistic manage- ment: linear, functional, matrix, divisional, etc. A. CHERCHATA et al. – Innovations in Logistics Management… 11 justified by economies of scale, learning, and trust, de- Hence, the goal of this article is to offer to the experts and spite its weakness in case of production disruptions. interested users a copyright vision of the approach to de- Communications between the manufacturer and the re- signing a rational enterprise logistics system in the context tailer are investigated in such work, as Popadynets et al of improving the organizational structure of this enter- [27]. The authors made a paradoxical conclusion that a prise as an element of the macrologistical system (or ele- huge uncertainty of demand can contribute to a reliable ment of the supply chain). The proposed approach, ac- exchange of information and, surprisingly, can benefit cording to the authors, will allow controlling transparently both firms. Optimizing the management of multiprofile and regulating the effectiveness and efficiency of the stocks in the demand uncertainty for each product in each company’s operational and logistical processes based on period of time, proposed in the article Simkiv et al [28], 4 criteria and a system of quantitative indicators linked to allows to find a balance between the expected value and these criteria. We assume that such a system of indicators the corresponding costs variance. In fact, the authors will balance the functional and process directions of the used simulation, where the resultant indicator is the tar- company’s logistics management and ensure the imple- get value of storage costs. The strategy of exchanging in- mentation of the organizational, coordinating and inte- formation with customers on the quantity and qualitative gration role of the company’s logistics service. composition vertically differentiated products’ stocks in METHODOLOGY order to smooth out supply and demand mismatches and To achieve this goal, the following research methods were to prevent deficits is proposed in article Cui & Shin [29]. used in the work: One way or another, all above mentioned studies under- − theoretical generalization – for a deeper study of the stand supply chain management as an open cybernetic issue of innovation in logistics (in order to clarify the system, where suppliers, producers, consumers, as well essence and types of innovation activity, in particular as internal and external factors that influence their activi- in the field of logistics, logistics and process manage- ties are interconnected and interrelated elements of the ment, organizational design) system. Consequently, many researchers are looking for − system analysis – for understanding the arrangement effective approaches and mechanisms for managing com- and operation of the organizational mechanism for the plex cybernetic business systems. And the proposed formation of the enterprise's logistics system. schemes for stimulating the managers of a large firm − graphic – for building a process-matrix structure of en- through improving the content and linking qualitative and quantitative indicators of their work allows to analyse the terprise management, taking into account the logistics service in it; management efficiency of certain functional units of the company, but to a lesser extent, oriented towards the as- − economic and mathematical method – to build an in- sessment of business processes and logistics flows man- tegral indicator for calculating the efficiency and effec- agement Englmaier & Roider [30]. Scientists Astashova et tiveness of a certain operating business process; al [31] propose a multidimensional approach to supply − statistical analysis - for the collection and analysis of chain management based on distinguishing between two data from construction companies and the Stock mar- related management objects: a subsystem of flowing ket infrastructure development agency of Ukraine business processes and a subsystem of business (SMIDA) [34] to calculate the efficiency and effective- interaction of chain participants. It will allow to take into ness of the business processes of the studied enter- account the specifics and complexity of the logistics chain prises. as an object of management. Fugate et al [32] in their In particular, the financial and management reporting of work investigate the influence of logistics performance on 15 joint-stock manufacturing enterprises was analyzed. enterprise performance. The results show the positive The authors analyzed quantitative - absolute and relative influence of logistics on the efficiency of the organization, indicators of the effectiveness and efficiency of the while the efficiency and effectiveness are complementary operating activities of enterprises: net income, cost of indicators. Manlig et al [33] point out that if you do not goods sold and their structure, administrative, general innovate the business processes of enterprises, you will production, burden (other operating expenses) and sales not survive. We fully agree with this statement, since high costs, profit from operating activities, profitability of requirements for the quality of business process control operating activities, and also a number of others, more and more require the use of auxiliary tools that will including non-financial indicators, characterizing the allow us to get a detailed analysis of them. operational business processes of the enterprise and their However, in spite of numerous groundworks, it is left not logistics services. adequately explored issues of coverage of innovative ap- RESULTS proaches in the field of logistic management in the con- The efficiency of the logistics industry as a macrologistic text of improving the organizational structure of enter- system is formed due to the effective functioning and prise management and the creation of an efficient logis- interaction of all micro-logistic systems, that is, the tics system with the possibility of quantitative monitoring logistics systems of specific enterprises. Since the study of the certain units’ effectiveness and business processes examines the organizational mechanism for the formation through a system of interconnected criteria and indices of an enterprise's logistics system, we believe that the which causes the necessity of further deep researches. enterprise's logistics system is part of the country's 12 Management Systems in Production Engineering 2022, Volume 30, Issue 1 Management logistics system (industry). Therefore, we consider the micro-logistic systems of the enterprise as an element of Manufacturing- Financial-economic unit Market unit the macrologistic system, that is, the supply chain with all technological unit its external participants and interconnections. Thus, we believe that an efficient and transparent organi- zational mechanism for the formation and operation of the company's logistics system as an element of the sup- ply chain should provide a compromise, but rather a con- sensus between the vertical and horizontal direction of this system management. The quality of this mechanism must be measured through a system of interconnected relevant indicators. Fig. 1 Principal view of a balanced matrix enterprise's organi- In other words, it is referred to matrix principle of an en- zational structure terprise's organizational structure that can be realized through logistic service implementation, that integrates In order to manage this business-processes modified bal- all participants of economic process in supply chain on the anced scorecard with its peculiarities taken into account basis of connection mechanism’s management of the eco- is suggested to use. The idea of balanced scorecard (BSC) nomic flows. Consequently, the balanced matrix organiza- belonged to Norton and Kaplan [35] found the develop- tional structure formation could be done (Fig. 1). The no- ment of this indicator system, but operational business tion “balanced” means: matrix OBS, that divides authority processes of the enterprise, classified in a certain way (see and real monitoring of some functions (vertical) and busi- above) are the object for estimating and system of indica- ness-processes (horizontal) fulfilment into 50/50 propor- tors is formed for it. The authors proposed four criteria for tion between functional fields supervisors and logistic ser- evaluating the identified business processes: Financial- vice management. Organizational Breakdown Structure economic, manufacturing (resources), external integra- (OBS) is an organizational structure of performers (organ- tion criterion, organizational. Thus, implementation’s izations) which is mainly used in project management. logic of logistic service on the enterprise is grounded on This study proposes the creation of a process-matrix or- the estimation of specific indices of operational business- ganizational structure, that is, the imposition of process processes in conformity with each accepted criteria. (Fig. (project) management on the classical (functional) organ- 2). The set of indicators in accordance with a certain crite- izational structure. It characterizes the structure of man- rion is also tied to a certain functional unit of the enter- aging the relationship of participants in the implementa- prise. To form the sets of indicators presented in Figure 2, tion of business processes related to logistics activities. the authors studied quantitative-absolute and relative in- Regarding to logistics activity of production-economic or- dicators of the effectiveness and efficiency of the operat- ganization, it is reasonable to consider operational busi- ing activities of the enterprises: net income, cost of sales ness-processes, i.e. manufacturing business-processes and its structure, administrative, general production, (engaged with production) and business-processes that overhead (other operating costs), marketing costs, profit ensure production’s operating (resources supply, from operating activities, profitability of operating activi- transport supply, storage of material and technical re- ties, and also a number of the others, including non-finan- sources). cial indicators that characterize the operational business processes of the enterprise and their logistics good ser- vice. Director general Chief engineer service Marketing subdivision Financial-economic subdivision (manufacturing function) (external integration function) (financial-economic function) Indices Indices Indices M-mnf M-ei M-fe Indices Indices Indices RS-mnf RS-ei RS-fe Indices Indices Indices SS-ei SS-fe SS-mnf Indices Indices Indices TS-mnf SS-ei TS-fe ∑ function costs Fig. 2 A place and a role of the logistic service in a process-matrix enterprise’s organizational structure Logistic service’s chief (organizational-coordination-integration function) Indices M-o; RS-o: SS-o; TS-o Transport supply Storage of material Resources supply of Manufacturing and technical manufacturing business- resources processes Logistics unit (coordination of the supplying, stocking and transport-procuring functions) Manufacturing subdivision Technical-mechanical subdivision Transport-procuring subdivision ∑ operational business-processes costs Cost estimation-contract service Planning-economic division Marketing division (Sales and purchases market) A. CHERCHATA et al. – Innovations in Logistics Management… 13 Explanation to the Figure 2: this list is not rigid and may vary depending on the indus- M-mnf are indices characterised by business-processes of try, competitive position, strategic goals, and the stage of manufacturing within the framework of production func- the life cycle of a particular enterprise. However, the prin- tional of the chief engineer service; ciple, system, "matrix", presented above in Fig. 2 pro- RS-mnf are indices characterised by business-processes of posed by the authors are universal for any production- manufacturing resources supply within the framework of economic organizations. Thus, the logistic service consists production functional of the chief engineer service; of four subdivisions according to four highlighted groups SS-mnf are indices characterised by business-processes of of operational business-processes. It means, that each material and technical resources storage within the subdivision responsible for coordination and integration framework of production functional of the chief engineer of certain business-processes’ group. We will demon- service; strate how the matrix principle of the company's logistics TS-mnf are indices characterised by business-processes of system functioning, proposed by the authors, works and transport supply within the framework of production the approach to monitoring, evaluation and regulation of functional of the chief engineer service; efficiency and effectiveness of the company's operational M-ei are indices characterised by business-processes of and logistics processes. The above approach, developed manufacturing within the framework of marketing subdi- on the basis of the proposed criteria and indicators of vision’s external integration functional; evaluation of efficiency and effectiveness of operational RS-ei are indices characterised by business-processes of business processes of the enterprise, is based on the com- manufacturing resources supply within the framework of plex application of methods of strategic analysis. The marketing subdivision’s external integration functional; methods of strategic analysis allows to define a condition SS-mnf are indices characterised by business-processes of of both certain operational business processes, and their material and technical resources storage within the totality by definition of weighted average (IjBSC) as part of framework of marketing subdivision’s external integra- criteria BSC, Integral (І ) and summary (І ) indicators of ef- bp j tion functional; ficiency and effectiveness of operational business pro- TS-ei are indices characterised by business-processes of cesses. It creates a basis for substantiation of administra- transport supply within the framework of marketing sub- tive decisions on improvement of activity of the enter- division’s external integration functional; prise for logistics of problem business processes. M-fe are indices characterised by business-processes of The weighted average performance and efficiency indica- manufacturing within the framework of financial-eco- tor of a certain operational business process (IjBSC) within nomic functional of financial-economic subdivision; the BSC criteria is proposed to be calculated by a formula: RS-fe are indices characterised by business-processes of 𝐼 = ∑ × (1) 𝐵𝑗𝑆𝐶 𝑖 =1 manufacturing within the framework of financial-eco- where: nomic functional of financial-economic subdivision; K is the normalized evaluation i-th indicator of the effi- SS-fe are indices characterised by business-processes of ciency and effectiveness of the operational business pro- manufacturing within the framework of financial-eco- cess, calculated on the basis of the definition of deviations nomic functional of financial-economic subdivision; "plan-fact" values within certain BSC criteria; TS-fe are indices characterised by business-processes of wі – is the weighting factor of the indicator; manufacturing within the framework of financial-eco- n – number of indicators. nomic functional of financial-economic subdivision; The integrated indicator of efficiency and effectiveness of M-o – indicators characterizing the production business a certain operating business process (Іbp) as a whole is a processes within the organizational-coordination-integra- sum of weighted average indicators of efficiency and ef- tion functionality of the logistics service; fectiveness of a certain operating business process within RS-o – indicators characterizing the business processes of the selected BSC criteria and is calculated by the formula: resource support of production within the organizational- 𝐼 = ∑ 𝐼 (2) 𝐵𝑃 𝐵𝑗𝑆𝐶 𝑗 =1 coordination-integration functional of the logistics ser- where: vice; k – is the number of business processes being investi- SS-o – indicators characterizing the business processes of gated. storage of material and technical resources within the or- After calculating the value of the generalizing index of the ganizational-coordination and integration functionality of set of operational business processes of enterprise І , the the logistics service; level of the state of the system (aggregate) of these pro- TS-o – indicators characterizing the business processes of cesses of the enterprise on the known Harrington scale transport support within the organizational-coordination- with the interpretation presented in Table 1 is deter- integration functionality of the logistics service. mined. Detailed consideration of a specific list of indices with their physical content and formulas for calculation is be- yond the scope of this article, but it should be noted that 𝑤𝑖 𝐾𝑖 14 Management Systems in Production Engineering 2022, Volume 30, Issue 1 Table 1 So, the interpretation of the generalizing indicator of effi- The scale of the final assessment of the level ciency and effectiveness of operational business pro- of the system (aggregate) of operational business processes cesses of the enterprise is proposed to be performed us- of the enterprise ing the Harrington scale: Satisfactory: 0.37 < Ij < 0.63; Numerical Good: 0.63 < I < 0.8; Very good: 0.8 < I < 1; Ill: 0.2 < I < j j j intervals 0.37. Very ill: 0 < I < 0.2. of values Assessment Thus it is important to carry out the analysis of change of of complex of the level this generalizing indicator of efficiency and efficiency of integral indi- of the system Actions in relation investigated business processes in dynamics that will al- cator of sys- (aggregate) to the system (aggregate) tem (aggre- low to formulate reasonable conclusions about factors of operational of operational business gate) and administrative actions which influence operational business pro- processes of the enterprise of opera- activity of the enterprise and trajectory of its develop- cesses of the tional busi- ment. enterprise ness pro- Thus, the calculated indicators of efficiency and effective- cesses of the ness of separate business processes and aggregate (sys- enterprise, І tem) of these business processes as a whole allow to re- 0.8-1.0 Very high level of The system functions effi- ceive and aggregate data on degree of achievement of the efficiency and ef- ciently and effectively, but it purposes as separate operational business processes, and fectiveness is necessary to develop pre- ventive actions, if І = 1, the the synergetic purposes of set of these business pro- system does not require de- cesses, on satisfaction of interested parties. The infor- velopment of any actions mation on efficiency and effectiveness of business process 0.63-0.8 High level of effi- The system generally functions performance is the basis for analysis of the system by the ciency and effec- efficiently and effectively, but management, it is used for operational control of pro- tiveness certain corrective actions need cesses, periodic review of procedures, policies, goals and to be developed improvement of enterprise activity. 0.37-0.63 Average level of The system is functioning satis- Let's give a concrete example of definition of indicators of efficiency and factorily, goals and objectives efficiency and efficiency of business processes, namely – effectiveness have been partially achieved, processes of storage of material and technical resources but certain urgent corrective actions need to be developed. (SS) in connection with 4 criteria (functions) specified by 0.2-0.37 Low level of effi- The system is functioning inef- the authors in Table 2. ciency and ef- fectively and inefficiently, Similar tables with concrete indicators within the frame- fectiveness which requires the develop- work of 4 criteria are formed for other groups of business ment of significant large-scale processes of the enterprise – production, resource supply, actions aimed at correcting its transport support after which the generalizing indicator of condition a set of operational business processes of the enterprise 0.0-0.2 Very low level The system is functioning inef- is calculated (Ij). of efficiency fectively and inefficiently, goals On the basis of interpretation of values of integral indica- and effective- and objectives have not been tors of efficiency and effectiveness of certain operational ness achieved, influential anti-crisis actions from the top manage- business processes (І ) on the offered scale the estima- bp ment are needed. If І = 0, it is j tion of their condition for definition of problem business necessary to radically redesign processes is carried out (Table 3). the set of operational business On the basis of Table 3, it is possible to justify the priority processes. of management actions to improve certain business pro- cesses based on the rankings. For example, first of all re- After calculation of values of indicators of business pro- quires attention to the business process of "resource sup- cesses the level of their efficiency and effectiveness ac- ply of production", because it received the lowest rating. cording to the resulted scale is identified, and also actions "Bottlenecks" in the middle of investigated business pro- in relation to the certain business process and in aggre- cesses are identified on the basis of values of weighted gate (system) of operational business processes of the en- average indicators of efficiency and effectiveness of cer- terprise as a whole are offered. tain business process (IJBSC). A. CHERCHATA et al. – Innovations in Logistics Management… 15 Table 2 Definition of effectiveness and efficiency indicators of business processes for storage of material and technical resources ( SS) Formula Name Indicator Note Actual value Planned value for calculating of effectiveness Value, K weighting (change dynamics of the indicator of the indicator the relative unit and efficiency indicators factor, w characteristic) indicator, K 1. Financial and economic criterion (FE) Share of inventories Fact > Plan → «bad» 0.39 0.1 SS =Plan/Fact 0.21 in current assets (SS ) 0.26 Share of storage costs 0.35 0.05 SS =Plan/Fact 0.14 0.14 Fact > Plan → «bad» in total costs (SS ) Total liquidity ratio (SS ) 1.73 1.5 SS =1-(Plan/Fact) 0.13 0.09 Fact > Plan → «good» 3 3 Stock turnover ratio (SS ) 12.1 8.9 SS =1-(Plan/Fact) 0.26 0.12 Fact > Plan → «good» 4 4 Profitability on Stock (SS ) 0.85 1 SS = Fact/Plan 0.85 0.10 Fact < Plan → «bad» 5 5 І =∑(K ·w ) = 0.2 SSfe і i 2. Production (resource) criterion (MNF) Material integrity during storage, % (amount of spoiled material/vol- 4 5 SS =1-( Fact/Plan) 0.2 0.09 Fact < Plan → «good» ume of material in stor- age) · 100 (SS ) Load level of warehouse space (area actually 85 100 SS = Fact/Plan 0.85 0.12 Fact < Plan → «bad» used/total warehouse area) (SS ) І =∑(K ·w ) = 0.12 SSmnf і i 3. External integration criterion (EI) Costs of maintaining stocks held in hired 1000 700 SS =Plan/Fact 0.7 0.06 Fact > Plan → «bad» warehouses (SS8) І =∑(K ·w ) = 0.04 SSeі і i 4. Organizational criterion (О) Unevenness coefficient of warehouse opera- 0,85 1 SS = Fact/Plan 0.85 0.05 Fact < Plan → «bad» tion (SS ) І =∑(K *w ) = 0.043 SSо і i І = І + І + І +І = 0.2+0.12+0.04+0.043 = 0.4 SS SSfe SSmnf SSeі SSо Table 3 Results of evaluation of efficiency and effectiveness of business processes performance of the enterprise under study Name of business Interpretation of business process efficiency Meaning Rang Numerical value intervals Іbp process and effectiveness assessment 1) Production 0.49 III 2) storage of material 0.40 II and technical resources 0.37-0.63 Satisfactorily 3) transportation 0.51 IV of production 4) resource support 0.32 I 0.2-0.37 III of production Generalized indicator of the aggregate of operational business processes of the enterprise as a whole Satisfactorily І = 0.43 Hereby, functions of vertical structural subdivisions (chief So, it is possible operational business-processes’ effi- engineer service is manufacturing function, marketing di- ciency indices to track, estimate and control clearly. Be- vision is external integration functional, financial-eco- sides, responsible employees for this indices’ status are nomic division is financial-economic functional) became identified strictly with both vertical and horizontal. It identificated. makes possible cross costs monitoring under business- Horizontal direction of management (organizational-coor- processes and enterprise's functional structural subdivi- dination-integration function) is provided by logistic ser- sions. vice, which subdivisions is responsible for coordination Thus, proposed BSC indices are “connected” to aims and and integration of enterprise's operational business-pro- tasks of certain subdivisions and employees that involved cesses. into certain business-processes. Enterprise's logistic man- agement estimates and controls indices status. 16 Management Systems in Production Engineering 2022, Volume 30, Issue 1 [7] S. Illiashenko, & Yu. Shypulina. 2007. Product innovative CONCLUSIONS policy. Available: The approach proposed by the authors to building the lo- https://://lib.sumdu.edu.ua/Books/1539.pdf gistic system of the company is based on the appliance of [8] Guidance of Oslo. 2010. “Recommendations for Collection well-known idea of the system of balanced indicators and Analysis of Data on Innovations”. Translation from (BSC) by Norton and Kaplan but modified and adapted to rd English (3 ed.), Мoscow, 31. Available: the estimation of logistics activity itself as accompanying https://www.hse.ru/data/2011/09/05/1267119067/oslo_ the operational activities of a production-economic or- ru.pdf ganization, viz. operational business processes. Author’s [9] H. Armbruster, A. Bikfalvi, S. Kinkel, & G. Lay. (2008). “Or- set of criteria has been developed (four criteria: financial- ganizational innovation: The challenge of measuring non- technical innovation in largescale surveys”. Technovation, economic, production (resource), criterion of foreign inte- 28(10), pp. 644-657. Available: https:// gration, organizational), according to which it is proposed doi:10.1016/j.technovation.2008.03.003 to form certain sets of indicators that quantitatively char- [10] U. Andrusiv, I. Kinash, A. Cherchata, A. Polyanska, O. acterize the status of certain operational business pro- Dzoba, T. Tarasova, & H. Lysak. 2020. “Experience and cesses in which certain functional units of the enterprise prospects of innovation development venture capital engaged. It allows to improve the organizational structure financing”. Management Science Letters, 10(4), pp. 781- of the enterprise through the creation of an effective lo- 788. Available: https:// doi:10.5267/j.msl.2019.10.019 gistics service with coordination and integration authori- [11] M. Crossan, & M. Apaydi. “A multi-dimensional framework ties, which, at the same time, makes monitoring, analysis of organizational innovation: A systematic review of the literature”. Journal of Management Studies, 47(6), pp. and costs (logistics, operation, transaction) evaluation 1154-1191, 2010. Available: https://doi:10.1111/j.1467- and identifies clearly both business processes and func- 6486.2009.00880.x tional structural subdivisions of the enterprise up to the [12] C. Camisón & A. Villar-López. “Organizational innovation as level of certain performers. an enabler of technological innovation capabilities and An organizational "template" is proposed, in which lo- firm performance”. Journal of Business Research, 67(1), gistic functions are linked to other functional areas of the pp. 2891-2902. 2014. Available: enterprise, based on the criteria that characterize these https://doi:10.1016/j.jbusres.2012.06.004 functional areas. Within the framework of the proposed [13] A. Cherchata, I. Popovychenko, U. Andrusiv, L. Simkiv, O. "template" sets of groups of quantitative indicators, the Klіukha, O. Horai. „A methodology for analysis and assess- ment of business processes of Ukrainian enterprises”. management of the enterprise and the management of Management Science Letters, vol. 10, no. 3, pp. 631-640, the logistics service can form relevant indicators, taking 2020. Available: https:// doi: 10.5267/j.msl.2019.9.016. into account the specifics of a particular business. [14] I.P. Kinash, L.M. Arkhypova, A.S. Polyanska, O.G. Dzoba, Thus, the research results in the form of a specific organi- U.Y. Andrusiv, I.I. Iuras. „Economic evaluation of tourism zational process-matrix structure (model) represent a infrastructure development in Ukraine”. Paper presented new organizational method in business practice, which at the IOP Conference Series: Materials Science and Engi- will improve the efficiency of economic activities of enter- neering, vol. 477, no. 1, 2019. Available: https:// prises, due to the improvement of logistics management. doi:10.1088/1757-899X/477/1/012020 [15] A. Gonzalez. 2014. “Where to Find Supply Chain Innova- REFERENCES tion”. Available: https:/talkinglogis- [1] “World Bank report”. Report Connecting to Compete tics.com/2014/04/09/find-supply-chain-innovation. 2019: Trade Logistics in the Global Economy. (2019). The [16] A. Little. “Innovation Excellence in Logistics – Value Crea- Logistics Performance Index and Its Indicators. Available: tion by Innovation”. Brussels, Belgium: European Logistics https://wb-lpi-edia.s3.amazonaws.com/LPI_Re- Association, 2007. port_2019.pdf. [17] O. Ryikalina. “Theoretical and methodological basis of in- [2] “Eurostat information”. (2019). Research and innovation novational logistics innovations”. Logistik, 1, pp. 39-41, statistics at regional level. Available: http//ec.eu- ropa.eu/Eurostat/statistics explained/index.php [18] E. Krykavskyi, & N. Chornopyska. “Logistic Systems”. Lviv, [3] “United Nations Educational, Scientific, and Cultural Or- Ukraine: Lviv Polytechnic, 2012. ganization (UNESCO)” (2016). Global Investments in R&D. [19] I. Popovychenko, & A. Cherchata. Supply chain Available: //www.uis.unesco.org/Library/Docu- management: integrated logictics appliance on building ments/fs36-global-investmentsresearch-development-rd- enterprises. Scientific and technical collection “Construction science-technology-2015-en.pdf industry,” 63(1), pp. 38-42, 2017. [4] T. Davenport. Process innovation: reengineering work [20] L. Sergiienko, K. Polyak, T. Poverlyak, A. Cherchata, I. An- through information technology. Boston, US: Harvard Bu- driushchenko, O. Zhyliakova. „Application of taxonomic siness School Press, 1993. analysis in assessing the level of enterprise development [5] U. Andrusiv, O. Galtsova. “Evaluation of innovation activity in emergency situations”. Management Science Letters, of construction enterprises”. Scientific bulletin of Polissia, vol. 10, no. 6, 2020. Available: https:// 3(11), Р.1, pp. 204-215, 2017, Available: doi:10.5267/j.msl.2019.11.024. https://doi:10.25140/2410-9576-2017-1-3(11)-204-215. [6] N. Becheikh, R. Landry, & N. Amara. “Lessons from innova- tion empirical studies in the manufacturing sector: A sys- tematic review of the literature from 1993-2003”. Tech- novation, 26(5), pp. 644-664, 2006. A. CHERCHATA et al. – Innovations in Logistics Management… 17 [21] O. Kneysler, U. Andrusiv, N. Spasiv, L. Marynchak, & O. [29] R. Cui, H. Shin. “Sharing Aggregate Inventory Information Kryvytska. “Construction of economic models of ensuring with Customers: Strategic Cross-Selling and Shortage Re- Ukraine's energy resources economy”. Paper presented at duction”. Management Science, 2017. th the 2020 10 International Conference on Advanced Com- [30] F. Englmaier, & A. Roider. “The Role of Communication of puter Information Technologies, ACIT 2020 – Proceedings, Performance Schemes: Evidence from a Field Experiment”. pp. 651-656, 2020. Available: https:// Management Science, 2016. doi:10.1109/ACIT49673.2020.9208813 [31] J. Astashova, A. Demchenko, V. Katochkov, & A. Ukhova. [22] Y. Orlovska, A. Cherchata, & O. Kovalenko. “Development “Methodology of logistics chain management: Multi-ob- of intellectual economy: some approaches for policy elab- ject approach”. Paper presented at the Proceedings of the th orating”. Baltic Journal of Economic Studies. 6 (2), pp. 116- 29 International Business Information Management As- 124, 2020. Available: https:// doi: sociation Conference – Education Excellence and Innova- https://doi.org/10.30525/2256-0742/2020-6-2-116-124 tion Management through Vision 2020: From Regional De- [23] A. Hadjinsky. “Logistics”. Moscow: Dashkov i & K., 2013. velopment Sustainability to Global Economic Growth, pp. [24] J. Serpa, & H. Krishnan. “The Impact of Supply Chains on 405-410, 2017. Firm-Level Productivity”. Management Science, 2017. [32] B. Fugate, J. Mentzer, & T. Stank. “Logistics performance: [25] H. Zelinska, U. Andrusiv, L. Simkiv. “Knowledge economy: efficiency, effectiveness, and differentiation”. Journal of Trends in the world and analysis of Ukraine”. Journal of Business Logistics, 31(1), 43-62, 2010. Available: https:// Eastern European and Central Asian Research, 7(1), pp. doi:10.1002/j.2158-1592.2010.tb00127.x 104-113. 2020. Available: https://doi:10.15549/jee- [33] F. Manlig, E. Šlaichová, F. Koblasa, & J. Vavruška. 2014. In- car.v7i1.325 novation of business processes by means of computer- [26] S. Demirel, R. Kapuscinski, & Yu. Man. “Strategic Behavior aided simulation. Available: https:// of Suppliers in the Face of Production Disruptions”. Mana- doi:10.4028/www.scientific.net/AMM.474.67 gement Science. 2017. [34] “Stock market infrastructure development agency of [27] I. Popadynets, U. Andrusiv, M. Shtohryn, O. Galtsova. “The Ukraine (SMIDA)”. Available: https://smida.gov.ua/about. effect of cooperation between universities and stakehold- [35] R. Kaplan, & D. Norton. “The Balanced Scorecard – ers: Evidence from Ukraine”. International Journal of Data Measures then drive Performance”. Harvard Business Re- and Network Science, 4(2), pp. 199-212, 2020. Available: view, 70(1), pp. 71-79, 1992. https:// doi: 10.5267/j.ijdns.2020.1.001. [28] L. Simkiv, S. Shults, O. Lutskiv, & U. Andrusiv. “Analysis of the Dynamics of Structural Processes in the Context of En- suring Sustainable Development”. European Journal of Su- stainable Development, 10(1), pp. 153-153, 2021. Anzhela Cherchata Viktoriia Gryn ORCID ID: 0000-0002-6753-2891 ORCID ID: 0000-0002-6758-7374 Prydniprovska State Academy Zaporizhzhya National University of Civil Engineering and Architecture Accounting and Taxation Department Department of Management, Zhykovsky str. 66, Zaporizhzhya, Ukraine Project Management and Logistics e-mail: viktoriya_grin@ukr.net 24a, Chernyshevsky Street, Nadiia Shevchenko Dnepropetrovsk, 49600, Ukraine ORCID ID: 0000-0001-8131-5757 e-mail: acherchataya@ukr.net Odessa State University of Internal Affairs Iryna Popovychenko Kherson Faculty ORCID ID: 0000-0003-3443-9356 Department of Administrative Law Prydniprovska State Academy and Administrative Procedure of Civil Engineering and Architecture Uspenskaya str. 1, 65014, Odesa, Ukraine Department of Economics and Entrepreneurship e-mail: 160619871@ukr.net 24, Chernyshevsky Street, Oleksandr Shkuropatskyi Dnepropetrovsk, 49600, Ukraine ORCID ID: 0000-0002-4679-7292 Uliana Andrusiv Yaroslav Mudryi National Law University ORCID ID: 0000-0003-1793-0936 Military Law Institute Ivano-Frankivsk National Technical University Oil and Gas Department of National Security and Legal Work Law Department of Theory of Economics and Management Pushkinskaya str., 77 61024 Kharkiv, Ukraine Karpatska St., 15, 76019, Ivano-Frankivsk, Ukraine e-mail: shkuropatskyi@ukr.net e-mail: andrusivu@ukr.net http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Systems in Production Engineering de Gruyter

Innovations in Logistics Management as a Direction for Improving the Logistics Activities of Enterprises

Download PDF
9 pages

Loading next page...
 
/lp/de-gruyter/innovations-in-logistics-management-as-a-direction-for-improving-the-xm2BkTooWj

References

References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.

Publisher
de Gruyter
Copyright
© 2022 Anzhela Cherchata et al., published by Sciendo
eISSN
2450-5781
DOI
10.2478/mspe-2022-0002
Publisher site
See Article on Publisher Site

Abstract

Nowadays innovations became the most important element of the country’s economic development, since they provide a qualitative increase in the efficiency of processes or end production demanded by the market. In this article, the innovation of processes, viz. the processes of logistic management of the production-economic organ- ization is proposed. Innovations in logistics management, as a direction of logistics activity improvement provide the development of new tools (methods, criteria, indices) in methodological logistics’ groundwork, as well as im- proving the mechanism for the formation and functioning of micro- and macro-logistic systems. The aim of the research is to develop scientific and methodological recommendations for the application of logistics manage- ment innovations that involve designing the logistics system through the improvement of the enterprise’s organ- izational structure as an element of the economic macro environment. Logistic system designing approach is sug- gested, that anticipates an enterprise’s organizational structure formation under the process-matrix principle (unification of functional and process management approaches) and the establishment of the effective enter- prise’s logistic service that plays the role of coordinator and integrator of its business-processes. Efficient organi- zation structure formation, that provides logistics approach implementation in practical enterprises’ activity is grounded by authors. The result of the innovations in logistics management appliance is effective logistic system’s design, in which the coordinated material, informational and financial flows motion is carried out. In the result, it ensures efficient enterprise’s business-processes functioning and organic improvement of its organizational struc- ture. Key words: logistics management, enterprise, organizational and managerial innovation, business-processes, logistics system INTRODUCTION tiveness of the country, of course if there are efficient lo- In the context of globalization of the economy, logistics gistics management. The role of logistics and its intercon- has become an important component of the competitive- nectedness with the country's profitability and wealth is ness and innovation activity of the enterprise. And at the demonstrated by the data presented in the report of national level, the logistics industry makes a very signifi- World Bank for 2007-2018 [1]. The basis of ensuring the cant contribution to GDP, general incomes and competi- efficiency of logistics management should be its innova- 10 Management Systems in Production Engineering 2022, Volume 30, Issue 1 tiveness. Improving the efficiency of enterprise manage- According to Sergiienko et al. [20] any production-eco- ment on the basis of innovation activity is the subject of nomic organization consists of three functional fields: pro- regulation not only at the level of an individual country duction, finances and marketing. This is classical concep- but also at the international level [2, 3]. Since a certain tion of the functional formation principle of the enter- production-economic organization is a link of the supply prise’s organizational structure. chain, the efficiency and reliability of the whole chain de- An enterprise can implement not entire process approach, pends on the rationality and efficiency of its logistics sys- but, in accordance with Brown [21] propositions, apply ma- tem. Therefore, we will focus further on this link, i.e. the trix-process structures. In this case vertical and horizontal formation of the logistics system of the enterprise as an mechanisms of business-processes management will com- element of the supply chain. The basic component of lo- bine, while some functional liability zones will be kept. But gistic innovative systems activity is the organizational how can this matrix-process principle be applied during management structure formation with high level of inno- the formation of the enterprise’s logistics system and dur- vative reception. It facilitates interfunctional coordination ing the management of this system, which is essentially during the process of enterprise’s business-processes cybernetic? Remind the definition of the "cybernetic sys- functioning. tem" concept and formulate the definition of the logistics system to ascertain the legitimacy of the logistics system LITERATURE REVIEW perception as a cybernetic with all the consequences that Studying theoretical achievements of foreign and appear in it. According to academician Orlovska [22], cy- domestic scientists concerning the problems of innovative bernetic system is “a enormous number of intercon- development of enterprises Davenport [4] and Andrusiv & nected objects called system elements that can perceive, Galtsova [5] it could be concluded that the overwhelming memorize and reprocess information, and exchange infor- majority of researches is oriented to the production mation also”. Hajinsky [23] defines the logistics system as concept of innovation development, which focuses an adaptive feedback system that performs certain lo- primarily on product and technological innovations gistic functions and logistic operations, which usually con- Becheikh et al. [6] and Illiashenko & Shypulina [7]. In sists of several subsystems and has developed connec- accordance with Oslo’s international standards, tions with the external environment. From the view point innovation is the result of innovative activity, realized as a of business practice, the following definition of the logis- new or enhanced product presented on the market [8]. tics system as a structured economic system can be given: Many scientists focus on the organizational aspect of in- “The logistics system is a relatively stable body of links novation Armbruster et al. [9], Andrusiv et al. [10], Cros- (structural/functional divisions of the company, as well as san & Apaydi [11]. Certain researchers connect technolog- suppliers, customers and logistics intermediaries), inter- ical and organizational innovations Camisón & Villar- connected and united by the single management of the López. [12] and Cherchata et al. [13] among others. logistics process (their material and associated flows) for However, in an unstable environment, increased compe- the implementation of the company’s operating strat- tition in domestic and international markets and the egy”. In fact, the supply chain is a cybernetic logistics sys- search for new reserves in entrepreneurial activity, the tem, and supply chain management is the integration of key factors of success become not only industrial innova- key business processes that start with the end-customer tions, but organizational and managerial innovations. and cover all goods suppliers, services and information Therefore, the issue of intensifying the production of in- [24]. The questions of the impact of supply chain partners, novative approaches to the management of logistics pro- as elements of the system, on the performance of each cesses is relevant today. other are investigated in the article [25]. A representative Logistics innovations can be considered as organizational sample of vertical relationships in supply chains (22,500 and managerial innovations aimed at flexible integrated observations) had been investigated. The authors reached management systems building that provide the con- a conclusion that the presence of a productive partner in sistency and balance of management decisions both the supply chain helps the firm to increase its own produc- within certain functional divisions of the enterprise and tivity, especially if the firm’s client is a more productive on the interfunctional level, as well as in the process of partner. Besides, the authors considered that the concen- business relationships with external contractors. Such sci- tration of supply chain and the maturity of relations influ- entists as Kinash [14], Gonzalez [15]; Little [16]; Ryikalina ence the productivity of the company, as an element of [17] etc. that study logistic processes functioning prob- the supply chain. lematic pay attention to logistics innovations. The importance of choosing suppliers policy in conditions It is necessary to use special methodological toolkit to de- of possible production failures in the company's activities sign logistic systems, to analyse, to estimate integrated is explored in the article [26]. Costs and benefits of a flex- flows processes management efficiency in order to opti- ible strategy for interacting with suppliers, viz. the availa- mize costs, that is ultimate aim of logistic strategy realiza- bility of regular and reserve suppliers estimated in the ar- tion. According to scientists’ majority Krykavskyi & Chor- ticle. The authors observed that the supply chain perfor- nopyska [18] and Popovychenko & Cherchata [19], one of mance may deteriorate due to the availability of a flexible the typical management structures is used to design an source of resources. In practice sole sourcing is typically enterprise’s organizational structure of logistic manage- ment: linear, functional, matrix, divisional, etc. A. CHERCHATA et al. – Innovations in Logistics Management… 11 justified by economies of scale, learning, and trust, de- Hence, the goal of this article is to offer to the experts and spite its weakness in case of production disruptions. interested users a copyright vision of the approach to de- Communications between the manufacturer and the re- signing a rational enterprise logistics system in the context tailer are investigated in such work, as Popadynets et al of improving the organizational structure of this enter- [27]. The authors made a paradoxical conclusion that a prise as an element of the macrologistical system (or ele- huge uncertainty of demand can contribute to a reliable ment of the supply chain). The proposed approach, ac- exchange of information and, surprisingly, can benefit cording to the authors, will allow controlling transparently both firms. Optimizing the management of multiprofile and regulating the effectiveness and efficiency of the stocks in the demand uncertainty for each product in each company’s operational and logistical processes based on period of time, proposed in the article Simkiv et al [28], 4 criteria and a system of quantitative indicators linked to allows to find a balance between the expected value and these criteria. We assume that such a system of indicators the corresponding costs variance. In fact, the authors will balance the functional and process directions of the used simulation, where the resultant indicator is the tar- company’s logistics management and ensure the imple- get value of storage costs. The strategy of exchanging in- mentation of the organizational, coordinating and inte- formation with customers on the quantity and qualitative gration role of the company’s logistics service. composition vertically differentiated products’ stocks in METHODOLOGY order to smooth out supply and demand mismatches and To achieve this goal, the following research methods were to prevent deficits is proposed in article Cui & Shin [29]. used in the work: One way or another, all above mentioned studies under- − theoretical generalization – for a deeper study of the stand supply chain management as an open cybernetic issue of innovation in logistics (in order to clarify the system, where suppliers, producers, consumers, as well essence and types of innovation activity, in particular as internal and external factors that influence their activi- in the field of logistics, logistics and process manage- ties are interconnected and interrelated elements of the ment, organizational design) system. Consequently, many researchers are looking for − system analysis – for understanding the arrangement effective approaches and mechanisms for managing com- and operation of the organizational mechanism for the plex cybernetic business systems. And the proposed formation of the enterprise's logistics system. schemes for stimulating the managers of a large firm − graphic – for building a process-matrix structure of en- through improving the content and linking qualitative and quantitative indicators of their work allows to analyse the terprise management, taking into account the logistics service in it; management efficiency of certain functional units of the company, but to a lesser extent, oriented towards the as- − economic and mathematical method – to build an in- sessment of business processes and logistics flows man- tegral indicator for calculating the efficiency and effec- agement Englmaier & Roider [30]. Scientists Astashova et tiveness of a certain operating business process; al [31] propose a multidimensional approach to supply − statistical analysis - for the collection and analysis of chain management based on distinguishing between two data from construction companies and the Stock mar- related management objects: a subsystem of flowing ket infrastructure development agency of Ukraine business processes and a subsystem of business (SMIDA) [34] to calculate the efficiency and effective- interaction of chain participants. It will allow to take into ness of the business processes of the studied enter- account the specifics and complexity of the logistics chain prises. as an object of management. Fugate et al [32] in their In particular, the financial and management reporting of work investigate the influence of logistics performance on 15 joint-stock manufacturing enterprises was analyzed. enterprise performance. The results show the positive The authors analyzed quantitative - absolute and relative influence of logistics on the efficiency of the organization, indicators of the effectiveness and efficiency of the while the efficiency and effectiveness are complementary operating activities of enterprises: net income, cost of indicators. Manlig et al [33] point out that if you do not goods sold and their structure, administrative, general innovate the business processes of enterprises, you will production, burden (other operating expenses) and sales not survive. We fully agree with this statement, since high costs, profit from operating activities, profitability of requirements for the quality of business process control operating activities, and also a number of others, more and more require the use of auxiliary tools that will including non-financial indicators, characterizing the allow us to get a detailed analysis of them. operational business processes of the enterprise and their However, in spite of numerous groundworks, it is left not logistics services. adequately explored issues of coverage of innovative ap- RESULTS proaches in the field of logistic management in the con- The efficiency of the logistics industry as a macrologistic text of improving the organizational structure of enter- system is formed due to the effective functioning and prise management and the creation of an efficient logis- interaction of all micro-logistic systems, that is, the tics system with the possibility of quantitative monitoring logistics systems of specific enterprises. Since the study of the certain units’ effectiveness and business processes examines the organizational mechanism for the formation through a system of interconnected criteria and indices of an enterprise's logistics system, we believe that the which causes the necessity of further deep researches. enterprise's logistics system is part of the country's 12 Management Systems in Production Engineering 2022, Volume 30, Issue 1 Management logistics system (industry). Therefore, we consider the micro-logistic systems of the enterprise as an element of Manufacturing- Financial-economic unit Market unit the macrologistic system, that is, the supply chain with all technological unit its external participants and interconnections. Thus, we believe that an efficient and transparent organi- zational mechanism for the formation and operation of the company's logistics system as an element of the sup- ply chain should provide a compromise, but rather a con- sensus between the vertical and horizontal direction of this system management. The quality of this mechanism must be measured through a system of interconnected relevant indicators. Fig. 1 Principal view of a balanced matrix enterprise's organi- In other words, it is referred to matrix principle of an en- zational structure terprise's organizational structure that can be realized through logistic service implementation, that integrates In order to manage this business-processes modified bal- all participants of economic process in supply chain on the anced scorecard with its peculiarities taken into account basis of connection mechanism’s management of the eco- is suggested to use. The idea of balanced scorecard (BSC) nomic flows. Consequently, the balanced matrix organiza- belonged to Norton and Kaplan [35] found the develop- tional structure formation could be done (Fig. 1). The no- ment of this indicator system, but operational business tion “balanced” means: matrix OBS, that divides authority processes of the enterprise, classified in a certain way (see and real monitoring of some functions (vertical) and busi- above) are the object for estimating and system of indica- ness-processes (horizontal) fulfilment into 50/50 propor- tors is formed for it. The authors proposed four criteria for tion between functional fields supervisors and logistic ser- evaluating the identified business processes: Financial- vice management. Organizational Breakdown Structure economic, manufacturing (resources), external integra- (OBS) is an organizational structure of performers (organ- tion criterion, organizational. Thus, implementation’s izations) which is mainly used in project management. logic of logistic service on the enterprise is grounded on This study proposes the creation of a process-matrix or- the estimation of specific indices of operational business- ganizational structure, that is, the imposition of process processes in conformity with each accepted criteria. (Fig. (project) management on the classical (functional) organ- 2). The set of indicators in accordance with a certain crite- izational structure. It characterizes the structure of man- rion is also tied to a certain functional unit of the enter- aging the relationship of participants in the implementa- prise. To form the sets of indicators presented in Figure 2, tion of business processes related to logistics activities. the authors studied quantitative-absolute and relative in- Regarding to logistics activity of production-economic or- dicators of the effectiveness and efficiency of the operat- ganization, it is reasonable to consider operational busi- ing activities of the enterprises: net income, cost of sales ness-processes, i.e. manufacturing business-processes and its structure, administrative, general production, (engaged with production) and business-processes that overhead (other operating costs), marketing costs, profit ensure production’s operating (resources supply, from operating activities, profitability of operating activi- transport supply, storage of material and technical re- ties, and also a number of the others, including non-finan- sources). cial indicators that characterize the operational business processes of the enterprise and their logistics good ser- vice. Director general Chief engineer service Marketing subdivision Financial-economic subdivision (manufacturing function) (external integration function) (financial-economic function) Indices Indices Indices M-mnf M-ei M-fe Indices Indices Indices RS-mnf RS-ei RS-fe Indices Indices Indices SS-ei SS-fe SS-mnf Indices Indices Indices TS-mnf SS-ei TS-fe ∑ function costs Fig. 2 A place and a role of the logistic service in a process-matrix enterprise’s organizational structure Logistic service’s chief (organizational-coordination-integration function) Indices M-o; RS-o: SS-o; TS-o Transport supply Storage of material Resources supply of Manufacturing and technical manufacturing business- resources processes Logistics unit (coordination of the supplying, stocking and transport-procuring functions) Manufacturing subdivision Technical-mechanical subdivision Transport-procuring subdivision ∑ operational business-processes costs Cost estimation-contract service Planning-economic division Marketing division (Sales and purchases market) A. CHERCHATA et al. – Innovations in Logistics Management… 13 Explanation to the Figure 2: this list is not rigid and may vary depending on the indus- M-mnf are indices characterised by business-processes of try, competitive position, strategic goals, and the stage of manufacturing within the framework of production func- the life cycle of a particular enterprise. However, the prin- tional of the chief engineer service; ciple, system, "matrix", presented above in Fig. 2 pro- RS-mnf are indices characterised by business-processes of posed by the authors are universal for any production- manufacturing resources supply within the framework of economic organizations. Thus, the logistic service consists production functional of the chief engineer service; of four subdivisions according to four highlighted groups SS-mnf are indices characterised by business-processes of of operational business-processes. It means, that each material and technical resources storage within the subdivision responsible for coordination and integration framework of production functional of the chief engineer of certain business-processes’ group. We will demon- service; strate how the matrix principle of the company's logistics TS-mnf are indices characterised by business-processes of system functioning, proposed by the authors, works and transport supply within the framework of production the approach to monitoring, evaluation and regulation of functional of the chief engineer service; efficiency and effectiveness of the company's operational M-ei are indices characterised by business-processes of and logistics processes. The above approach, developed manufacturing within the framework of marketing subdi- on the basis of the proposed criteria and indicators of vision’s external integration functional; evaluation of efficiency and effectiveness of operational RS-ei are indices characterised by business-processes of business processes of the enterprise, is based on the com- manufacturing resources supply within the framework of plex application of methods of strategic analysis. The marketing subdivision’s external integration functional; methods of strategic analysis allows to define a condition SS-mnf are indices characterised by business-processes of of both certain operational business processes, and their material and technical resources storage within the totality by definition of weighted average (IjBSC) as part of framework of marketing subdivision’s external integra- criteria BSC, Integral (І ) and summary (І ) indicators of ef- bp j tion functional; ficiency and effectiveness of operational business pro- TS-ei are indices characterised by business-processes of cesses. It creates a basis for substantiation of administra- transport supply within the framework of marketing sub- tive decisions on improvement of activity of the enter- division’s external integration functional; prise for logistics of problem business processes. M-fe are indices characterised by business-processes of The weighted average performance and efficiency indica- manufacturing within the framework of financial-eco- tor of a certain operational business process (IjBSC) within nomic functional of financial-economic subdivision; the BSC criteria is proposed to be calculated by a formula: RS-fe are indices characterised by business-processes of 𝐼 = ∑ × (1) 𝐵𝑗𝑆𝐶 𝑖 =1 manufacturing within the framework of financial-eco- where: nomic functional of financial-economic subdivision; K is the normalized evaluation i-th indicator of the effi- SS-fe are indices characterised by business-processes of ciency and effectiveness of the operational business pro- manufacturing within the framework of financial-eco- cess, calculated on the basis of the definition of deviations nomic functional of financial-economic subdivision; "plan-fact" values within certain BSC criteria; TS-fe are indices characterised by business-processes of wі – is the weighting factor of the indicator; manufacturing within the framework of financial-eco- n – number of indicators. nomic functional of financial-economic subdivision; The integrated indicator of efficiency and effectiveness of M-o – indicators characterizing the production business a certain operating business process (Іbp) as a whole is a processes within the organizational-coordination-integra- sum of weighted average indicators of efficiency and ef- tion functionality of the logistics service; fectiveness of a certain operating business process within RS-o – indicators characterizing the business processes of the selected BSC criteria and is calculated by the formula: resource support of production within the organizational- 𝐼 = ∑ 𝐼 (2) 𝐵𝑃 𝐵𝑗𝑆𝐶 𝑗 =1 coordination-integration functional of the logistics ser- where: vice; k – is the number of business processes being investi- SS-o – indicators characterizing the business processes of gated. storage of material and technical resources within the or- After calculating the value of the generalizing index of the ganizational-coordination and integration functionality of set of operational business processes of enterprise І , the the logistics service; level of the state of the system (aggregate) of these pro- TS-o – indicators characterizing the business processes of cesses of the enterprise on the known Harrington scale transport support within the organizational-coordination- with the interpretation presented in Table 1 is deter- integration functionality of the logistics service. mined. Detailed consideration of a specific list of indices with their physical content and formulas for calculation is be- yond the scope of this article, but it should be noted that 𝑤𝑖 𝐾𝑖 14 Management Systems in Production Engineering 2022, Volume 30, Issue 1 Table 1 So, the interpretation of the generalizing indicator of effi- The scale of the final assessment of the level ciency and effectiveness of operational business pro- of the system (aggregate) of operational business processes cesses of the enterprise is proposed to be performed us- of the enterprise ing the Harrington scale: Satisfactory: 0.37 < Ij < 0.63; Numerical Good: 0.63 < I < 0.8; Very good: 0.8 < I < 1; Ill: 0.2 < I < j j j intervals 0.37. Very ill: 0 < I < 0.2. of values Assessment Thus it is important to carry out the analysis of change of of complex of the level this generalizing indicator of efficiency and efficiency of integral indi- of the system Actions in relation investigated business processes in dynamics that will al- cator of sys- (aggregate) to the system (aggregate) tem (aggre- low to formulate reasonable conclusions about factors of operational of operational business gate) and administrative actions which influence operational business pro- processes of the enterprise of opera- activity of the enterprise and trajectory of its develop- cesses of the tional busi- ment. enterprise ness pro- Thus, the calculated indicators of efficiency and effective- cesses of the ness of separate business processes and aggregate (sys- enterprise, І tem) of these business processes as a whole allow to re- 0.8-1.0 Very high level of The system functions effi- ceive and aggregate data on degree of achievement of the efficiency and ef- ciently and effectively, but it purposes as separate operational business processes, and fectiveness is necessary to develop pre- ventive actions, if І = 1, the the synergetic purposes of set of these business pro- system does not require de- cesses, on satisfaction of interested parties. The infor- velopment of any actions mation on efficiency and effectiveness of business process 0.63-0.8 High level of effi- The system generally functions performance is the basis for analysis of the system by the ciency and effec- efficiently and effectively, but management, it is used for operational control of pro- tiveness certain corrective actions need cesses, periodic review of procedures, policies, goals and to be developed improvement of enterprise activity. 0.37-0.63 Average level of The system is functioning satis- Let's give a concrete example of definition of indicators of efficiency and factorily, goals and objectives efficiency and efficiency of business processes, namely – effectiveness have been partially achieved, processes of storage of material and technical resources but certain urgent corrective actions need to be developed. (SS) in connection with 4 criteria (functions) specified by 0.2-0.37 Low level of effi- The system is functioning inef- the authors in Table 2. ciency and ef- fectively and inefficiently, Similar tables with concrete indicators within the frame- fectiveness which requires the develop- work of 4 criteria are formed for other groups of business ment of significant large-scale processes of the enterprise – production, resource supply, actions aimed at correcting its transport support after which the generalizing indicator of condition a set of operational business processes of the enterprise 0.0-0.2 Very low level The system is functioning inef- is calculated (Ij). of efficiency fectively and inefficiently, goals On the basis of interpretation of values of integral indica- and effective- and objectives have not been tors of efficiency and effectiveness of certain operational ness achieved, influential anti-crisis actions from the top manage- business processes (І ) on the offered scale the estima- bp ment are needed. If І = 0, it is j tion of their condition for definition of problem business necessary to radically redesign processes is carried out (Table 3). the set of operational business On the basis of Table 3, it is possible to justify the priority processes. of management actions to improve certain business pro- cesses based on the rankings. For example, first of all re- After calculation of values of indicators of business pro- quires attention to the business process of "resource sup- cesses the level of their efficiency and effectiveness ac- ply of production", because it received the lowest rating. cording to the resulted scale is identified, and also actions "Bottlenecks" in the middle of investigated business pro- in relation to the certain business process and in aggre- cesses are identified on the basis of values of weighted gate (system) of operational business processes of the en- average indicators of efficiency and effectiveness of cer- terprise as a whole are offered. tain business process (IJBSC). A. CHERCHATA et al. – Innovations in Logistics Management… 15 Table 2 Definition of effectiveness and efficiency indicators of business processes for storage of material and technical resources ( SS) Formula Name Indicator Note Actual value Planned value for calculating of effectiveness Value, K weighting (change dynamics of the indicator of the indicator the relative unit and efficiency indicators factor, w characteristic) indicator, K 1. Financial and economic criterion (FE) Share of inventories Fact > Plan → «bad» 0.39 0.1 SS =Plan/Fact 0.21 in current assets (SS ) 0.26 Share of storage costs 0.35 0.05 SS =Plan/Fact 0.14 0.14 Fact > Plan → «bad» in total costs (SS ) Total liquidity ratio (SS ) 1.73 1.5 SS =1-(Plan/Fact) 0.13 0.09 Fact > Plan → «good» 3 3 Stock turnover ratio (SS ) 12.1 8.9 SS =1-(Plan/Fact) 0.26 0.12 Fact > Plan → «good» 4 4 Profitability on Stock (SS ) 0.85 1 SS = Fact/Plan 0.85 0.10 Fact < Plan → «bad» 5 5 І =∑(K ·w ) = 0.2 SSfe і i 2. Production (resource) criterion (MNF) Material integrity during storage, % (amount of spoiled material/vol- 4 5 SS =1-( Fact/Plan) 0.2 0.09 Fact < Plan → «good» ume of material in stor- age) · 100 (SS ) Load level of warehouse space (area actually 85 100 SS = Fact/Plan 0.85 0.12 Fact < Plan → «bad» used/total warehouse area) (SS ) І =∑(K ·w ) = 0.12 SSmnf і i 3. External integration criterion (EI) Costs of maintaining stocks held in hired 1000 700 SS =Plan/Fact 0.7 0.06 Fact > Plan → «bad» warehouses (SS8) І =∑(K ·w ) = 0.04 SSeі і i 4. Organizational criterion (О) Unevenness coefficient of warehouse opera- 0,85 1 SS = Fact/Plan 0.85 0.05 Fact < Plan → «bad» tion (SS ) І =∑(K *w ) = 0.043 SSо і i І = І + І + І +І = 0.2+0.12+0.04+0.043 = 0.4 SS SSfe SSmnf SSeі SSо Table 3 Results of evaluation of efficiency and effectiveness of business processes performance of the enterprise under study Name of business Interpretation of business process efficiency Meaning Rang Numerical value intervals Іbp process and effectiveness assessment 1) Production 0.49 III 2) storage of material 0.40 II and technical resources 0.37-0.63 Satisfactorily 3) transportation 0.51 IV of production 4) resource support 0.32 I 0.2-0.37 III of production Generalized indicator of the aggregate of operational business processes of the enterprise as a whole Satisfactorily І = 0.43 Hereby, functions of vertical structural subdivisions (chief So, it is possible operational business-processes’ effi- engineer service is manufacturing function, marketing di- ciency indices to track, estimate and control clearly. Be- vision is external integration functional, financial-eco- sides, responsible employees for this indices’ status are nomic division is financial-economic functional) became identified strictly with both vertical and horizontal. It identificated. makes possible cross costs monitoring under business- Horizontal direction of management (organizational-coor- processes and enterprise's functional structural subdivi- dination-integration function) is provided by logistic ser- sions. vice, which subdivisions is responsible for coordination Thus, proposed BSC indices are “connected” to aims and and integration of enterprise's operational business-pro- tasks of certain subdivisions and employees that involved cesses. into certain business-processes. Enterprise's logistic man- agement estimates and controls indices status. 16 Management Systems in Production Engineering 2022, Volume 30, Issue 1 [7] S. Illiashenko, & Yu. Shypulina. 2007. Product innovative CONCLUSIONS policy. Available: The approach proposed by the authors to building the lo- https://://lib.sumdu.edu.ua/Books/1539.pdf gistic system of the company is based on the appliance of [8] Guidance of Oslo. 2010. “Recommendations for Collection well-known idea of the system of balanced indicators and Analysis of Data on Innovations”. Translation from (BSC) by Norton and Kaplan but modified and adapted to rd English (3 ed.), Мoscow, 31. Available: the estimation of logistics activity itself as accompanying https://www.hse.ru/data/2011/09/05/1267119067/oslo_ the operational activities of a production-economic or- ru.pdf ganization, viz. operational business processes. Author’s [9] H. Armbruster, A. Bikfalvi, S. Kinkel, & G. Lay. (2008). “Or- set of criteria has been developed (four criteria: financial- ganizational innovation: The challenge of measuring non- technical innovation in largescale surveys”. Technovation, economic, production (resource), criterion of foreign inte- 28(10), pp. 644-657. Available: https:// gration, organizational), according to which it is proposed doi:10.1016/j.technovation.2008.03.003 to form certain sets of indicators that quantitatively char- [10] U. Andrusiv, I. Kinash, A. Cherchata, A. Polyanska, O. acterize the status of certain operational business pro- Dzoba, T. Tarasova, & H. Lysak. 2020. “Experience and cesses in which certain functional units of the enterprise prospects of innovation development venture capital engaged. It allows to improve the organizational structure financing”. Management Science Letters, 10(4), pp. 781- of the enterprise through the creation of an effective lo- 788. Available: https:// doi:10.5267/j.msl.2019.10.019 gistics service with coordination and integration authori- [11] M. Crossan, & M. Apaydi. “A multi-dimensional framework ties, which, at the same time, makes monitoring, analysis of organizational innovation: A systematic review of the literature”. Journal of Management Studies, 47(6), pp. and costs (logistics, operation, transaction) evaluation 1154-1191, 2010. Available: https://doi:10.1111/j.1467- and identifies clearly both business processes and func- 6486.2009.00880.x tional structural subdivisions of the enterprise up to the [12] C. Camisón & A. Villar-López. “Organizational innovation as level of certain performers. an enabler of technological innovation capabilities and An organizational "template" is proposed, in which lo- firm performance”. Journal of Business Research, 67(1), gistic functions are linked to other functional areas of the pp. 2891-2902. 2014. Available: enterprise, based on the criteria that characterize these https://doi:10.1016/j.jbusres.2012.06.004 functional areas. Within the framework of the proposed [13] A. Cherchata, I. Popovychenko, U. Andrusiv, L. Simkiv, O. "template" sets of groups of quantitative indicators, the Klіukha, O. Horai. „A methodology for analysis and assess- ment of business processes of Ukrainian enterprises”. management of the enterprise and the management of Management Science Letters, vol. 10, no. 3, pp. 631-640, the logistics service can form relevant indicators, taking 2020. Available: https:// doi: 10.5267/j.msl.2019.9.016. into account the specifics of a particular business. [14] I.P. Kinash, L.M. Arkhypova, A.S. Polyanska, O.G. Dzoba, Thus, the research results in the form of a specific organi- U.Y. Andrusiv, I.I. Iuras. „Economic evaluation of tourism zational process-matrix structure (model) represent a infrastructure development in Ukraine”. Paper presented new organizational method in business practice, which at the IOP Conference Series: Materials Science and Engi- will improve the efficiency of economic activities of enter- neering, vol. 477, no. 1, 2019. Available: https:// prises, due to the improvement of logistics management. doi:10.1088/1757-899X/477/1/012020 [15] A. Gonzalez. 2014. “Where to Find Supply Chain Innova- REFERENCES tion”. Available: https:/talkinglogis- [1] “World Bank report”. Report Connecting to Compete tics.com/2014/04/09/find-supply-chain-innovation. 2019: Trade Logistics in the Global Economy. (2019). The [16] A. Little. “Innovation Excellence in Logistics – Value Crea- Logistics Performance Index and Its Indicators. Available: tion by Innovation”. Brussels, Belgium: European Logistics https://wb-lpi-edia.s3.amazonaws.com/LPI_Re- Association, 2007. port_2019.pdf. [17] O. Ryikalina. “Theoretical and methodological basis of in- [2] “Eurostat information”. (2019). Research and innovation novational logistics innovations”. Logistik, 1, pp. 39-41, statistics at regional level. Available: http//ec.eu- ropa.eu/Eurostat/statistics explained/index.php [18] E. Krykavskyi, & N. Chornopyska. “Logistic Systems”. Lviv, [3] “United Nations Educational, Scientific, and Cultural Or- Ukraine: Lviv Polytechnic, 2012. ganization (UNESCO)” (2016). Global Investments in R&D. [19] I. Popovychenko, & A. Cherchata. Supply chain Available: //www.uis.unesco.org/Library/Docu- management: integrated logictics appliance on building ments/fs36-global-investmentsresearch-development-rd- enterprises. Scientific and technical collection “Construction science-technology-2015-en.pdf industry,” 63(1), pp. 38-42, 2017. [4] T. Davenport. Process innovation: reengineering work [20] L. Sergiienko, K. Polyak, T. Poverlyak, A. Cherchata, I. An- through information technology. Boston, US: Harvard Bu- driushchenko, O. Zhyliakova. „Application of taxonomic siness School Press, 1993. analysis in assessing the level of enterprise development [5] U. Andrusiv, O. Galtsova. “Evaluation of innovation activity in emergency situations”. Management Science Letters, of construction enterprises”. Scientific bulletin of Polissia, vol. 10, no. 6, 2020. Available: https:// 3(11), Р.1, pp. 204-215, 2017, Available: doi:10.5267/j.msl.2019.11.024. https://doi:10.25140/2410-9576-2017-1-3(11)-204-215. [6] N. Becheikh, R. Landry, & N. Amara. “Lessons from innova- tion empirical studies in the manufacturing sector: A sys- tematic review of the literature from 1993-2003”. Tech- novation, 26(5), pp. 644-664, 2006. A. CHERCHATA et al. – Innovations in Logistics Management… 17 [21] O. Kneysler, U. Andrusiv, N. Spasiv, L. Marynchak, & O. [29] R. Cui, H. Shin. “Sharing Aggregate Inventory Information Kryvytska. “Construction of economic models of ensuring with Customers: Strategic Cross-Selling and Shortage Re- Ukraine's energy resources economy”. Paper presented at duction”. Management Science, 2017. th the 2020 10 International Conference on Advanced Com- [30] F. Englmaier, & A. Roider. “The Role of Communication of puter Information Technologies, ACIT 2020 – Proceedings, Performance Schemes: Evidence from a Field Experiment”. pp. 651-656, 2020. Available: https:// Management Science, 2016. doi:10.1109/ACIT49673.2020.9208813 [31] J. Astashova, A. Demchenko, V. Katochkov, & A. Ukhova. [22] Y. Orlovska, A. Cherchata, & O. Kovalenko. “Development “Methodology of logistics chain management: Multi-ob- of intellectual economy: some approaches for policy elab- ject approach”. Paper presented at the Proceedings of the th orating”. Baltic Journal of Economic Studies. 6 (2), pp. 116- 29 International Business Information Management As- 124, 2020. Available: https:// doi: sociation Conference – Education Excellence and Innova- https://doi.org/10.30525/2256-0742/2020-6-2-116-124 tion Management through Vision 2020: From Regional De- [23] A. Hadjinsky. “Logistics”. Moscow: Dashkov i & K., 2013. velopment Sustainability to Global Economic Growth, pp. [24] J. Serpa, & H. Krishnan. “The Impact of Supply Chains on 405-410, 2017. Firm-Level Productivity”. Management Science, 2017. [32] B. Fugate, J. Mentzer, & T. Stank. “Logistics performance: [25] H. Zelinska, U. Andrusiv, L. Simkiv. “Knowledge economy: efficiency, effectiveness, and differentiation”. Journal of Trends in the world and analysis of Ukraine”. Journal of Business Logistics, 31(1), 43-62, 2010. Available: https:// Eastern European and Central Asian Research, 7(1), pp. doi:10.1002/j.2158-1592.2010.tb00127.x 104-113. 2020. Available: https://doi:10.15549/jee- [33] F. Manlig, E. Šlaichová, F. Koblasa, & J. Vavruška. 2014. In- car.v7i1.325 novation of business processes by means of computer- [26] S. Demirel, R. Kapuscinski, & Yu. Man. “Strategic Behavior aided simulation. Available: https:// of Suppliers in the Face of Production Disruptions”. Mana- doi:10.4028/www.scientific.net/AMM.474.67 gement Science. 2017. [34] “Stock market infrastructure development agency of [27] I. Popadynets, U. Andrusiv, M. Shtohryn, O. Galtsova. “The Ukraine (SMIDA)”. Available: https://smida.gov.ua/about. effect of cooperation between universities and stakehold- [35] R. Kaplan, & D. Norton. “The Balanced Scorecard – ers: Evidence from Ukraine”. International Journal of Data Measures then drive Performance”. Harvard Business Re- and Network Science, 4(2), pp. 199-212, 2020. Available: view, 70(1), pp. 71-79, 1992. https:// doi: 10.5267/j.ijdns.2020.1.001. [28] L. Simkiv, S. Shults, O. Lutskiv, & U. Andrusiv. “Analysis of the Dynamics of Structural Processes in the Context of En- suring Sustainable Development”. European Journal of Su- stainable Development, 10(1), pp. 153-153, 2021. Anzhela Cherchata Viktoriia Gryn ORCID ID: 0000-0002-6753-2891 ORCID ID: 0000-0002-6758-7374 Prydniprovska State Academy Zaporizhzhya National University of Civil Engineering and Architecture Accounting and Taxation Department Department of Management, Zhykovsky str. 66, Zaporizhzhya, Ukraine Project Management and Logistics e-mail: viktoriya_grin@ukr.net 24a, Chernyshevsky Street, Nadiia Shevchenko Dnepropetrovsk, 49600, Ukraine ORCID ID: 0000-0001-8131-5757 e-mail: acherchataya@ukr.net Odessa State University of Internal Affairs Iryna Popovychenko Kherson Faculty ORCID ID: 0000-0003-3443-9356 Department of Administrative Law Prydniprovska State Academy and Administrative Procedure of Civil Engineering and Architecture Uspenskaya str. 1, 65014, Odesa, Ukraine Department of Economics and Entrepreneurship e-mail: 160619871@ukr.net 24, Chernyshevsky Street, Oleksandr Shkuropatskyi Dnepropetrovsk, 49600, Ukraine ORCID ID: 0000-0002-4679-7292 Uliana Andrusiv Yaroslav Mudryi National Law University ORCID ID: 0000-0003-1793-0936 Military Law Institute Ivano-Frankivsk National Technical University Oil and Gas Department of National Security and Legal Work Law Department of Theory of Economics and Management Pushkinskaya str., 77 61024 Kharkiv, Ukraine Karpatska St., 15, 76019, Ivano-Frankivsk, Ukraine e-mail: shkuropatskyi@ukr.net e-mail: andrusivu@ukr.net

Journal

Management Systems in Production Engineering – de Gruyter

Published: Mar 1, 2022

Keywords: logistics management; enterprise; organizational and managerial innovation; business-processes; logistics system

There are no references for this article.