This paper aims to identify key factors related to information management and integration in the supply chain (SC). The initial set of factors was identified in the literature, namely, information quality and content, performance metrics, and information technologies. The construct was then tested empirically using the sample of 200 Polish companies. Computer-Assisted Telephone Interviews (CATI) were based on a structured questionnaire, then, data exploratory factor analysis (EFA) was performed. The conducted EFA determined four main factors for information management and integration in the supply chain that should be considered, namely, information characteristics, ICT used in information management, the scope of information and shared performance metrics. Results confirmed the importance of some of the factors related to information management in the supply chain, however having a different set of variables than indicated in the literature. Additionally, research introduced new factors, namely, information characteristics and the scope of shared information, instead of information quality and information content. Moreover, findings suggested that the key role in SC information integration was related to established technologies, focused on transport, customer, and ERP management, while emerging technologies, such as cloud computing and data mining were not of the top importance among the surveyed companies.
PurposeThe aim of this paper is to review metrics and develop a framework for measuring leagile supply chain. Metrics that are applicable in the lean, agile and leagile strategies are identified in the literature and are then combined into a framework that can reflect both agile and lean strategies – the leagile supply strategy.Design/methodology/approachThis work is based on the systematic literature review. Literature was collected, then lean and agile metrics were extracted, analysed, counted and grouped into the framework. Findings are compared against literature on leagile supply chain.FindingsFindings indicate that there are sets of metrics specific to lean strategy, such as are process-focused, cost, productivity, inventory and delivery-based metrics, and specific to agile such as flexibility, responsiveness, information sharing and cooperation. There are also metrics common for both strategies; they are related to time, quality and customer satisfaction. Lean measures are tangible and focused on internal processes and products, while agile measures are targeted at external environment.Practical implicationsThe framework could be used by practitioners as a starting point for performance system design.Originality/valueThere is a need to stop looking at lean and agile as separate and distinct supply strategies. Results of this research indicate that lean and agile are interlinked, both are focusing on customer satisfaction and quality. Applying a proposed set of metrics enables to design supply chain measurement system that reflects both strategies to measure leagile supply chain. The framework could be used by practitioners as a starting point for performance system design.
Abstract. The pricing policy seems to be very important part of the strategy of the entire enterprise. The company's position on a competitive market depends on the ability to make optimal pricing decisions. The article discusses the determinants of transport services' prices and methods of their calculation (cost method, demand method and method based on competition). The main objective of the paper is the identification of the pricing determinants in the context of the rail transport. According to the authors, the most important determinants of rail transport services prices are mainly connected to prime cost, but also to factors classified into following groups: transportation enterprise, customer, market and competition. The introduction to the research was the examination of the largest rail operators in Poland and their pricing models.
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