Revolutionary Business Trends in Supply Chain Management

Revolucionarni poslovni trendovi u upravljanju lancima snabdevanja

Veljko Mijušković

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Issue:

41/1

DOI number:

UDK 658.78

Abstract

Contemporary turbulent business conditions in the era of high technology bring inherent rapid changes. In order to survive, the imperative set upon all market players is not the position of a follower but more of an anticipator and trend setter. These unexpected changes erase existing business models, traditional enterprise paradigms and customary philosophies. A business isolated in its way of seeing operations and unconnected with other strategic constituents within the supply chain is destined to fail. On the other hand, even those businesses that do get involved with contemporary trends are not automatically guaranteed with the market survival. The spirit of change must therefore be deeply integrated within the organization, so that the new „mantra“ could become strategic but also operative driver on all fronts of doing business, at all times. The goal of this paper is to try to illustrate and categorize comprehensive fundamental changes which are more and more present in the modern supply chains. The analysis shows that the spirit of business model changes is not a fiction but reality, thus their deepness truly revolutionizes the functioning of traditional supply chains. The first part of the paper shows actual market situation within the supply chains. „Kaleidoscope of changes“ in the chain shows that its operations have been altered compared to traditional way of doing business, having assimilated the fact that final customers identify multiple dimensions of value while choosing products or services. The market survival demands the perception and possession of all these dimensions. The second part explains the supply chain changes focusing on ten most important trends. Their implementation creates revolutionary effects compared to traditional business matrix. Finally, the third part, identifies key challenges and inhibitors that might emerge during the „restructuring“ of the traditional supply chains, as a real-life situation limitation which makes the outcome of the business match even more uncertain.

Apstrakt

Savremeni, turbulentni uslovi poslovanja u eri visoke tehnologije nose sa sobom rapidne promene, gde se kao imperativ nameće ne samo njihovo praćenje već i anticipiranje i pokretanje od strane učesnika na tržištu. Takve promene bez presedana utiču na brisanje postojećih modela funkcionisanja, tradicionalnih paradigmi preduzeća i ustaljene poslovne filozofije. Preduzeće koje izolovano posmatra svoje operacije bez svesti i povezivanja sa ostalim strateškim konstituentima u lancu snabdevanja unapred je osuđeno na neuspeh. Opet, ni onim preduzećima koja se uključe u savremene trendove tržište automatski ne garantuje opstanak, već se duh promene mora integrisati duboko unutar preduzeća kako bi nova „mantra“ postala strateški ali i operativni pokretač na svim frontovima poslovanja i u svako doba. Cilj ovog rada je pokušaj ilustrovanja i grupisanja sveobuhvatnih, fundamentalnih promena koje zahvataju savremene sisteme snabdevanja. Analiza pokazuje da promene poslovnih modela nisu fikcija već stvarnost i da su toliko duboke da u bukvalnom smislu reči predstavljaju revoluciju u funkcionisanju tradicionalnih lanaca snabdevanja. U prvom delu rada dat je prikaz aktuelnih tržišnih prilika u lancima snabdevanja. Učestalost promena u lancu snabdevanja pokazuje da su njegove operacije izmenjene u odnosu na ustaljen način poslovanja. Ovaj zaokret je rezultat činjenice da krajni korisnici identifikuju više dimenzija vrednosti prilikom odabira proizvoda ili usluge. Za opstanak na tržištu potrebna je razvijena percepcija značaja tih dimenzija i posedovanje svake od njih. U drugom delu rada objašnjava se na koji način se postojeći sistemi ili lanci snabdevanja menjaju pri čemu je poseban akcenat na deset najvažnijih trendova, čijom implementacijom dolazi do revolucionarnih efekata u poređenju sa tradicionalnim matricama biznisa. Konačno u trećem, završnom delu identifikuju se ključni izazovi i inhibitori koji se mogu javiti tokom „restrukturiranja“ tradicionalnih lanaca snabdevanja, kao realna situaciona ograničenja koja rezultat promene čine još neizvesnijim.

References

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