EVOLUTION OF LOGISTICS MANAGEMENT CONCEPTS IN E-COMMERCE

In modern conditions, taking into account the rapid development of Internet technologies, e-commerce increases sales worldwide and has already been formed as a separate sector of the economy. One of the most significant changes that trade is currently undergoing is the progressive development and introduction of a remote way of selling goods. The growing popularity of implementing of the latest sales methods by the trade enterprises requires new approaches to the organization of supply of goods, ensuring their timely delivery and achieving the appropriate level of quality of customer service. In developed countries, logistics is the driving force behind the changes in e-commerce enterprises that have developed significantly over the past 40 years. The precondition for the active development of logistics through the remote sale of goods was the emergence of electronic money in 1980-1990. At the same time, the first logistics companies appeared in the United States, the concept of "outsourcing" was introduced and distribution centers were formed. The change of the traditional paradigm in trade to customer orientation, "pull system", gave impetus to changes in the management system of logistics flows. Thus, in 1992, a new concept of ECR (Efficient Consumer Response - economic relations with customers), which focused primarily on optimizing distribution channels and reducing costs not related to the process of creating valu, appeared. So, as for now, the question about the study of the evolution of logistics management in e-commerce arises. The article investigates the formation of the conceptual foundations of logistics management of the enterprise taking into account the transformation of e-commerce.

Supply Chain Management Practices in Retail-The Trends and Future Perspective

Retailing is amongst the leading industries that derive demand in the world. There is severe competition among retailers regarding supply chain management (SCM) practices used in this industry. Hence, this chapter mainly aims to address the supply chain management (SCM) practices (quick response, efficient consumer response, category management, continuous replenishment planning, continuous planning forecasting and replenishment, postponement, vendor managed inventory) and future trends in retailing. Moreover, this chapter provides insight for the retail practices preferred in emerging and developed markets. The chapter presents important implications for scholars, business executives, scholar-practitioners and university students who are interested in any part of retailing and supply chain management.

Modern logistics technologies in the conditions of Slovak enterprises

We are living in a time of technological progress, the development of new technologies and the digital transformation of industry. Customers continue to focus on product quality and enterprises are looking for solutions to reduce production costs, speed up and simplify the manufacturing process. One effective way to do this is to use modern logistics technology. The main aim of the paper was to examine logistics technologies used in Slovak enterprises. The intention of this paper was to analyse the issue under consideration the literary research and the survey, which was conducted in enterprises in Slovakia. To provide a comprehensive view, it was necessary to define terms and concepts in the first part of the paper - technology, logistics technology and types of logistics technologies. Subsequently, in the theoretical part of the paper we focused on the analysis of selected modern logistics technologies. From these we chose Efficient Consumer Response, Radio Frequency Identification and Quick Response. To provide a comprehensive view, we have selected modern logistics technologies under the conditions of Slovakia.

A theoretical framework to adopt collaborative initiatives in supply chains

Collaborative initiatives emerged in the 1980s as a means to increase inter-organizational cooperation, thereby achieving performance improvements in supply chains. Despite this, no consensus exists among researchers with respect to which collaborative initiatives should be deployed along a supply chain. This study analyzes five collaborative initiatives—Quick Response (QR), Efficient Consumer Response (ECR), Continuous Replenishment Program (CRP), Vendor Managed Inventory (VMI) and Collaborative Planning, Forecasting and Replenishment (CPFR)—by conducting a systematic literature review, aiming to develop a theoretical framework to guide the decision-making process of adopting and implementing these initiatives. Based on the characteristics of the collaborative initiatives, expected benefits, reasons for adopting, and possible barriers found in the literature review, a theoretical framework was developed as a flowchart, clearly indicating to decision-makers the main aspects of concern when adopting one or more collaborative initiatives and highlighting the need to constantly monitor the chosen initiative’s performance.

COLLABORATIVE INITIATIVES: MOTIVATORS, BARRIERS AND BENEFITS

ABSTRACT Purpose: To propose a classification of the different types of motivators, barriers and benefits existing in the processes of adoption of collaborative initiatives between companies within the supply chain. Originality/value: The results achieved assist managers to know the different types of motivators that drive the adoption of these initiatives, the benefits that can be achieved and the barriers that can be encountered, hence avoiding unsuccessful implementations. Researchers provide a better theoretical understanding of the different types of components present in these initiatives, paving the way for the search for empirical evidence. Design/methodology/approach: A systematic review of the literature, focusing on five initiatives: Quick Response (QR), Efficient Consumer Response (ECR), Continuous Replenishment Program (CRP), Vendor Managed Inventory (VMI), and Collaborative Planning, Forecasting and Replenishment (CPFR). Findings: The motivators for adopting these initiatives are related to the economic or market changes and/or the organization of these companies. The barriers are classified as cultural, behavioral and physical and the benefits are classified as primary and secondary; showing that the primary benefits must be achieved in order for the secondary benefits to appear. The work shows that despite the use of similar nomenclatures, the concepts used may be different for various contexts. In addition, the work shows that information and communication technologies cease to be a barrier and become a facilitator for companies interested in collaborating in their supply chain. The importance of human resources is also highlighted.

EVALUATION OF EFFICIENT CONSUMER RESPONSE (ECR) PROCESSES IN RETAIL COMPANIES IN THE BALTIC STATES

The primary goal of retail operations similar to any other business is to make a profit by satisfying consumer needs. To achieve the goal and ensure competitiveness retail enterprises need to carry out their operations as efficiently as possible by applying the latest, most modern work organisation methods. Work efficiency can be achieved by reducing supply chain costs which in turn can be achieved through successful cooperation among all the parties involved. Efficient Consumer Response (ECR) is not just a new approach to process organisation in retail trade but affects all business processes as a whole taking them to a totally new and much higher level, thereby ensuring an increase in customer satisfaction and loyalty levels. The aim of the present research is to review the latest scientific literature on ECR, understand its working principles and carry out a survey of experts in order to ascertain the level of application of ECR in retail enterprises in the Baltic States and put forward recommendations for the enhancement of application of ECR.

Supply Chain Management Practices in Retail-The Trends and Future Perspective

Retailing is amongst the leading industries that derive demand in the world. There is severe competition among retailers regarding supply chain management (SCM) practices used in this industry. Hence, this chapter mainly aims to address the supply chain management (SCM) practices (quick response, efficient consumer response, category management, continuous replenishment planning, continuous planning forecasting and replenishment, postponement, vendor managed inventory) and future trends in retailing. Moreover, this chapter provides insight for the retail practices preferred in emerging and developed markets. The chapter presents important implications for scholars, business executives, scholar-practitioners and university students who are interested in any part of retailing and supply chain management.