Research carried out in the last few years as the example of companies belonging to the category of medium-size enterprises has shown that, for example, typical enterprises, of the total number of data processed in information of importance for its business, seriously takes into consideration and process only 10% of the observed firms. It is justifiable to ask whether these 10% of the processed and analyzed business information can have an adequate potential or motive power to direct the organization to success that is measured by competitive advantages and on a sustainable basis? Or, the question can be formulated: what happens to the rest, mostly 90% of the information that the enterprise does not transform into a form suitable for business analysis and decision-making. It is precisely the task of business intelligence to find a way to utilize all the data collected and processed in the business decision-making process. In this regard, we can conclude that Business Intelligence is, in fact, the framework title for all tools and / or applications that will enable the collection, processing, analysis, distribution to decision-making bodies in the business system in order to derivate from this information valid business decisions - as the most important and / or most important task of the manager. Of course, from an economic point of view, the best decisions are management decisions that provide a lasting competitive advantage and achieve maximum financial performance. This means that business intelligence actually allows a more complete and / or comprehensive view of the overall business performance of all its parts and subsystems. But the system functions can be measured essential and positive economic and financial performance, as well as the position in the branch of the business to which it belongs, and wider, within the national economy. (Of course, today the boundaries of the national economy have become too crowded for many companies, bearing in mind globalization and competitiveness in the light of organization of work and business function). The advantage of business intelligence as a model, if accepted at the organization level, ensures that each subsystem in the organization receives precisely the information needed to make development decisions, but also decisions regarding operational activities. So, it should be born in mind that business intelligence does not imply that information is shared on some key words, on the contrary, the goal is to look at the context of the business, or in general, and that anyone in the further decision hierarchy can manage exactly the same information that is necessary for achieving excellent business performance. Because, if the insight into the information is not complete, the analysis is based on the description of individual parts, i.e. proving partial performance in the realization of individual information, which can certainly create a space for the loss of the expensive time and energy. Illustratively, if the view, or insight into the information, is not 100%, then all business decision-making is like the song of J.J. Zmaj "Elephant", about an elephant and a blindmen, where everyone feels and act only on the base of the experienced work, and brings judgment on what is what or what can be. As in this song for children, everyone thinks that he touches different animals and when they make claims about what they feel, everyone describes a completely different life. Therefore, business intelligence implies that information is fully considered and it is basically the basis or knowledge base, and therefore the basis of business excellence. In doing so, the main problem is how information is transformed into knowledge and based on it in business decision making. It is precisely in this segment that the main advantage of business intelligence is its contribution to the knowledge and business of the company based on power of knowledge. Therefore, for modern business conditions, it is characteristic that the management of the company is realized on the basis of partial knowledge about stakeholders (buyers, suppliers, competitors, shareholders, governments, institutional framework, legislation), and only a complete overview of managers at the highest level in all these partial interest groups allows managers to have a “boat” called the organization of labor leading a safe hand through the storm, Scile and Haribde threatens to endanger business, towards a calm sea and a safe harbor - called a sustainable competitive advantage based on power and knowledge.
Structural model for analysis of key performance indicators for sustainable manufacturer–supplier collaboration: A grey‐decision‐making trial and evaluation laboratory‐based approach
