EVALUATION OF TACTICAL PLANNING MATURITY IN SUPPLY CHAINS OF MANUFACTURING COMPANIES

This paper aims to propose and test a model facilitating assessment of tactical planning maturity in supply chains of manufacturing companies. The author proposes a model called Tactical Planning Maturity Model (TPMM). The model is created based on literature research, participant observations and data gathering conducted in two companies. The proposed framework combines both knowledge from supply chain integration and steps necessary to reach proficiency in sales and operation planning. The second step consists of choosing a case study method to verify model adequacy in two companies operating in central Poland. The findings illustrate the TPMM as a ready-to-use tool where the line to supply chain maturity is clearly drafted and results could be compared between production companies. This paper strengthens the link between practitioner and academic literature by providing empirical evidence of the benefits of tactical planning maturity model usage as well as its impact on further development of supply chains. This paper studied merely two companies and is not intended to be representative of outcomes for all companies looking to understand the complexity and maturity of their supply chains. Furthermore, the analyzed companies only reached level four in the maturity model; levels five and six were not observed. Further quantitative studies are required for testing the accuracy of the proposed model and potentially, qualitative studies could be undertaken in order to understand factors enabling the increase in maturity of tactical planning in the supply chains of manufacturing companies.

Integration of a Shoreline Response Program (SRP) and SCAT

ABSTRACT The Shoreline Response Program (SRP) is an adjustment within an Incident Management System (IMS) intended to improve current practices. An SRP builds on the recognized strengths of an IMS-based organization and of a SCAT program that utilizes an integrated and focused approach to streamline and better coordinate the decision and planning processes and the operational implementation activities. An SRP is an extension of the traditional SCAT program but with a broader focuses on strategic and tactical planning to minimize the short- and long-term impacts of oil on shorelines, the efforts and costs involved in a shoreline response, and the volumes of waste that would be generated. The inclusion of an SRP concept in drills, exercises and preparedness training can directly improve the ability to respond quickly and effectively during the initial response phase. Not implementing an SRP at the very outset of a spill response, when typically the best opportunities exist for the removal of bulk oil, can have significant long-term consequences. Shifting an emphasis on management and physical resources from, often only partially successful, on-water activities to onshore shoreline activities when oil can be picked up more rapidly and effectively can significantly reduce i) the footprint of the response, ii) the duration and scale of the shoreline operation, iii) the exposure of shore zone resources to the oil, and so accelerate environmental recovery, and iv) waste generation.

DEVELOPMENT OF A METHODOLOGY FOR FORMING A STRATEGY FOR THE ACTIVITY OF A REGIONAL CAR DEALER NETWORK

Within the framework of this article, the method of forming a strategy for the activity of a regional dealer network for the sale of cars is considered. Based on the analysis of existing approaches, the authors proposed a block diagram of the development and implementation of the strategy. The methodology defines the sequence and content of the stages of forming the strategy of the dealer network for the sale of cars. The algorithm presents the interaction of strategic and tactical planning systems, which allows tracking the implementation of strategic tasks in the implementation of tactical plans. Application of this algorithm made it possible to develop a strategy for the dealer network for the sale of cars. “Sadko Motors +” operating in the Transbaikal Region. The strategy is designed for the period from 2020 to 2023. The chosen strategy allows improving the performance of the network and ensuring a stable competitive position of car dealerships that are part of its dealer network