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S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
209
Chapter XVI
THE ROLES AND CONDITIONS FOR THE FUNCTIONING
OF LOGISTICS MANAGERS IN PRODUCTION
ENTERPRISES
Stefan LACHIEWICZ, Agnieszka ZAKRZEWSKA - BIELAWSKA
*
1. INTRODUCTION
Logistics managers form a relatively new professional group in Polish enterprises.
Similarly to other logistics areas, they started to appear in large trade centers,
logistics centers or other service areas.
Additionally, they have been more and more often seen in production enterprises
recently, functioning at many various levels of management structure and realizing
complex functions in the area of supply, production logistics and distribution. It is
very often the case that special logistics sectors are created in medium and large
enterprises, with Logistic Director at the top, composed of many or even a dozen of
organizational cells employing about 10% of workers.
Logistics managers play vital role in modern economy. It is proved by the fact
that economic analysts and companies conducting opinion economic surveys base
on the assessment of such managers when they define indicators such as prosperity
and recession in economy, chances for „getting out of” financial crisis, level of
optimism in business or interest in investment rise.
The article presents basic tasks of logistics managers in production enterprises,
forms and conditions for their functioning such as proper work organization and
relevant job competencies.
*
Technical University of Lodz, Department of Management
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
210
2. THE AREAS OF FUNCTIONING AND ROLES OF LOGISTICS
MANAGERS IN PRODUCTION ENTERPRISE
Logistics processes support main productive process in production enterprises
thus playing the role of a service, but their importance is still rising. Effective
production process is not possible without delivery of proper amount of raw
materials, materials, equipment and information to appropriate places and in proper
time. Efficient flow of company products to recipients must also be ensured. These
are the tasks of logistics activity.
In literature and practical analyses, three areas of logistic activity can usually be
distinguished in production enterprises. They are: delivery logistics, production
logistics and distribution logistics. Delivery and distribution logistics are sometimes
joined and treated as one area of the so called marketing logistics or waste disposal
logistics is additionally marked out. The layout of these basic areas is presented in
Exhibit 16.1.
Logistics activity can positively influence productive processes in all these areas
by:
- ensuring relevant order and procurement process and delivery of raw materials,
materials and components to production area,
- ensuring optimal flow of materials, production in progress and information by
production worker jobs, manufacturing units and inter operational inventories,
- proper distribution of products and service including ensuring optimal customer
service,
- a range of other logistics actions such as storing, packing, shipping and
inventory control and waste utilization.
Wide range of issues causes that more and more people work in logistics and
therefore the need to manage this area of business activity efficiently arises. It is a
responsibility of logistics managers who are in charge of multi-professional teams
performing logistics functions in the above mentioned areas. They are people
working in head offices of enterprises (e.g. logistics directors) and those working at
medium and low level of management ( e.g. heads of logistics departments or
sections).
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
211
Exhibit 16.1. Three areas of logistics activity in production enterprise [ 2, p.52]
Various forms of organization of their work are discussed in further part of this
article. The names of individual positions are also varied, e.g. the terms such as
delivery or procurement director and manager of logistics and inventory economy,
procurement or delivery and transport department, appear.
However, regardless of the type of organizational structure and level of
management that logistics manager is placed at in a certain enterprise, some common
tasks can be singled out. They are usually divided into two categories comprising
functions related to substantive activity of logistics sectors (departments) and
managerial functions related to the role of a manager.
Functions related to substantive activity include first of all:
- coordinating delivery and transfer of raw materials, materials and intermediate
products to places where they are processed,
- proper choice of suppliers and maintaining partnership relations with them,
consistent with the company interests,
Rynek dostawców
Agents
Finished product inventory
Agents
Raw materials inventory
Production process
Rynek użytkowników
Delivery
logistics
Production
logistics
Distribution
logistics
User market
Delivery market
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
212
- controlling inventory management in order to use it optimally and ensure its
proper amount and structure in all links of the logistics chain,
- coordinating the functioning of depositories of raw materials, materials and
finished products,
- maintaining proper cooperation with other sectors of the enterprise, production
and technical sector in particular,
- organizing proper distribution channels and enabling their efficient delivery to
recipients and services,
- coordinating issues related to logistics documentation and settlements together
with financial or accounting sector.
Managerial functions realized at these positions are to some extent similar to
those of other managerial positions. These areas should be considered as
particularly meaningful:
- accurate choice of staff for logistics sector,
- appropriate division of tasks and efficient organization as far as their
performance is considered,
- ensuring effective system motivating subordinates,
- staff development and training in the scope of various innovations and
procedures applied in logistics,
- organizing efficient system of planning and gathering information, e.g. about
deliverers and recipients,
- monitoring logistics action as well as control and evaluation of the work of units
in charge.
Proper realization of these functions requires a lot of contact, talks and
negotiations with deliverers and recipients and also with external units e.g.
marketing and sales department or economic sector. Therefore, the work of
logistics manager very often involves frequent trips and staying outside the
company. However, cooperation between logistics managers and production units
is the most essential and visible for company results.
The survey conducted among 48 managers of logistics units taking part in
postgraduate and weekend courses organized by Technical University of Lodz and
University of Lodz in the years 2008 and 2009 shows that frequency of contacts
proves the conclusion formulated above (see table 16.1).
The biggest frequency of contacts (frequent and very frequent) characterizes
managers of production departments and masters, foremen and shift dispatchers,
top managers are only on third position. Considering also quite a big scale of
average frequent relations with executive production workers (no. 6), significant
dominance of production units in the area of professional contacts of logistics
managers can be observed.
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
213
Table 16.1. Organizational units and job positions most often contacted by
logistics managers in production enterprises
Frequency of contacts (in %)
No. Organizational units and job positions Frequent and
very frequent Average Rare and
very rare
1.
The company Board of Directors (presidents,
vice-presidents and branch directors)
20,8
60,4
18,8
2.
Top management (e.g. Sales Director)
43,7
39,6
16,7
3.
Directors of Administration Department of the
company (e.g. HR, accountancy departments)
31,2
43,7
25,1
4.
Directors of Production Departments and
Divisions (e.g. weaving department, department
producing drills)
70,8
20,8
8,4
5.
Masters, foremen, shift dispatchers and managers
of production cells
62,5
25,0
12,5
6.
Production workers (e.g. mechanic, sewer,
toolmaker)
18,8
39,6
41,6
7.
Other units and job positions (e.g. property
protection services, solicitor, company holiday
resorts)
10,4
25,0
64,6
Source: author’s study
It follows from the above that cooperation between logistics managers and
production sector is very important for efficient functioning of enterprises.
3. ORGANIZING LOGISTICS ACTIVITY IN PRODUCTION
ENTERPRISES
Proper organization of logistics activity in an enterprise is an important factor as
far as efficient work of logistics managers and their subordinates is considered. It
allows to realize functions presented above.
Two issues should be basically considered here:
- firstly, should logistics activity function individually within the enterprise or
should it be outsourced as the so called Logistics Service Outsourcing? It
concerns mainly small and medium production enterprises;
- secondly, when logistics activity operates within enterprises structure, should it
be organized in the form of centralized logistics service at top management
level or in decentralized form in which logistics cells will be placed in
individual plants or production sectors? The issue is particularly important for
large enterprises.
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
214
Taking into consideration the first question, it should be stated that outsourcing
certain services and productive processes is the solution that has been applied in the
area of production activity for a long time. It also concerns logistics sphere to a great
extent. J. Dembińska – Cyran presents the results of American research from the
second half of the twentieth century which prove that the biggest number of services
offered by outsourcers were in [1]:
- storing (inventory)– 98%
- planning shipping track– 92%
- overpacking – 90%
- managing inventory – 89%
- dealing with returns of products – 83%
- logistics counselling – 55%
Although outsourcing often includes services such as possessions protection,
accounting, IT or repair services, it most of all relates to logistics ventures.
The research conducted by the consulting company Ernst and Young and
Georgia Institute of Technology shows that West European enterprises allocate 51%
of logistics budget to outsourcing, in the USA its share equals 43%. 90% of the
researched stated that logistics determinates their competitive advantage. [6, p. 201].
Outsourcing logistics services has a lot of good points being the results of typical
outsourcing advantages (lower costs, professional service, outsourced company
focusing on productive processes), and it additionally helps to avoid high costs
resulting from costly transport, inventory and IT investments.
When this option is chosen, it often happens that logistics activity in production
enterprise can be dealt with by one person (e.g. coordinator or intermediary with
logistics operator) or a small team cooperating with outsourcing companies (e.g.
sector dealing with contracts).
Creating independent logistics unit in an enterprise structure (department or
logistics sector) is a contradictory solution. The logistics departments (sectors) take
over most of matters „scattered” in various enterprise units before (supply
department, inventory and transport economics).
The process of creating logistics sector in enterprises usually takes place in two
options: evolutionary or creating from scratch. Evolutionary option assumes slow
isolation of logistics sector as a result of development of previous organizational
units dealing with logistics activity in various part of the company and their
integration into related organizational system.
The option where logistics sector is created from scratch consists in designing full
scope of logistics functions at the moment of arising, transforming (restructuring) or
development of an enterprise.
When choosing a definite option of building organizational form of logistics
sector one can take into account various choice assumptions (concepts). They are [4]:
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
215
- one way approach, stating that integration of all logistics tasks within one
section directly subordinate to a member of the Board is the most reasonable
solution,
- life-cycle approach, stating that logistics organizational structure in enterprise is
formed by stages in different periods but with increasing degree of
concentration,
- contingency approach, stating that detailed solutions concerning logistics
organization in enterprise structure depend on internal and external conditions
and situations.
Irrespective of accepted detailed solutions, it should be stated that leading
logistics activity individually within enterprise structure has also many advantages
particularly in large industrial enterprises. It mainly ensures greater independence
from outsourcers, it allows to develop logistics competencies inside the company and
influences the prices of logistics services to a greater extent.
Another important organizational issue as far as realizing logistics activity within
enterprise is considered is extent to which management of this activity is centralized.
Taking into account contradictory solutions, centralized and decentralized model of
managing logistics in production enterprises can be distinguished.
Centralized model can be characterized mainly by the fact that managing logistics
activity is focused in one place (in one position), where course of logistics processes
is coordinated in a way to ensure homogeneity of policy and procedures in this area.
Organization of logistics sector in one of coal companies is an example of such
solution. (Exhibit 16.2).
Logistics Director has large scope of competencies and responsibilities for
supplying the mine with production materials and spare parts, supervising material
and inventory economics as well as marketing actions and public procurements. All
these processes are concentrated in one sector that controls particular logistics
ventures for the whole enterprise.
Solution based on centralization of logistics activity is applied in compact
enterprises functioning in one isolated place (e.g. on the area of one town) and
characterized by functional or linear-staff organizational structure.
Advantages of such organizational model include very easy control and efficiency
of coordinating logistics processes. Controlling these processes from one place and
avoiding „duplicating” some works and expenditure (e.g. by better use of means of
transport and inventory) as well as possibility to group professional logistics staff in
one strong sector, which allows to work out certain solutions and make decisions
faster, are also main advantages of this type of solution.
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
216
Exhibit 16.2. Organization of logistics sector in selected coal company.
Source: author’s study.
Decentralized model of organizing logistics in production enterprise is
characterized by the fact that logistics actions and cells are placed at medium and
lower management levels. In company head office there are only coordinating units
that ensure cooperation between these cells. This solution is most often applied in
holdings or divisional structures in which isolated logistics cells occur within
particular divisions or regions (areas) of company activity [8, p. 187-188]. The
example of such model of organizing logistics applied in fruit processing plant is
presented in Exhibit 16.3.
Investment
Director Logistics
Director Director of Finance and Eco-
nomics
Technical
Director
Marketing Depart-
ment
Public Procurement
Department
Material and Inventory Econo-
mics Deparment
Trade & Supply
Department
Inventories
Inventory Econo-
mics
Department
Sales De-
partment
Supply De-
partment
Chief Executive
Off
i
cer
Board of Directors
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
217
Exhibit 16.3. Decentralized organization of logistics in selected fruit processing plant.
Source: author’s study
Advantages of decentralized model of organizing logistics include:
- better adaptation of logistics service to the needs of individual divisions and
their clients (faster reaction to the needs of recipients),
- bringing the place of making decisions closer to information sources which
enables faster action in logistics sphere,
- making it possible for managerial level (e.g. Logistics Director) to concentrate
on strategic and coordinating matters and relieving them from peripheral or
secondary decisions),
- creating broader possibilities of action for logistics managers and their
subordinates employed in individual divisions (regions), which allows to use
their competencies better and enhance motivation for development and training,
- lowering costs of managing logistics activity by means of lowering the number
of managerial and administrative staff at the level of company head office.
Board of Directors
Financial
Director
Division of fruit juice
production Division of jam pro-
duction
Production Department
Division of frozen
fruit production
Production Deparment
Production Depart-
ment
Marketing Department Marketing Department
Sales Department
Logistics Depart-
ment
Department of Ac-
counting and Settl-
ments
Logistics Depart-
ment
Department of Ac-
counting and Settl-
ments
Logistics Department
Department of Ac-
counting and Set-
tlements
Trade
Director Logistics
Director Production and Techni-
cal Director
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
218
This option is more appropriate for large production enterprises with multiplant
structure and functioning on a few markets, particularly for international and global
companies. It is often applied in matrix, hybryd or process structures in which
logistics must be decentralized due to its functional character and necessity to adjust
to scattered organization of production processes.
The choice of a particular model or version of detailed organization of logistics
activity in an enterprise defines essentially the nature of the work of logistics
managers as well as the level of efficiency of realization of individual functions.
In the case of outsourcing of logistics services, it is „rudimentary” activity within
enterprise and realization of logistics service within a company leads to rise in the
meaning and areas of functioning of logistics managers. Centralized system of
organizing logistics is conducive to concentration of logistics managers’ activity in
one sector and therefore it enables passing on knowledge and experience within the
same workgroup. It is particularly advisable in the initial phase of creating and
developing logistics sector of an enterprise. Decentralized system, provides, in turn,
broad possibilities of action for logistics managers and is conducive to development
of competencies because of greater independence in making decisions and direct
verification of their consequences.
4. COMPETENCIES OF LOGISTICS MANAGERS
Bearing in mind functions and spheres of functioning of logistics managers
discussed above, it should be considered what kind of competencies the manager of
this type should have in order to function effectively in production enterprise. The
question is also essential because of the fact that more and more directions of studies
and specializations arise that prepare for such positions. Numerous courses and post-
graduate studies in this field are also organized. They are formed in various
universities due to their character and tradition, which can prove great popularity of
this field (logistics, logistics management). On the other hand, though, lack of
common framework can cause some difficulties in the process of professionalization
of logistics managers as a workgroup. Table 16.2 presents universities teaching
logistics in Poland.
Table 16.2. Profile of public universities teaching logistics
No University profile Number
1. Technical 10
2. Economic 9
3. Humanistic 2
4. All 21
Source: [3]
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
219
It can be well seen that the role of technical and economic universities is
significant but efforts to teach such directions are also made by humanistic
universities. Moreover, variety of faculties offering these studies is seen within
particular universities. They are most often faculties of management, IT and transport
but other types such as e.g. Faculty of Mathematics and Applied Physics also appear.
Among non-public universities, the Poznań School of Logistics and International
School of Logistics and Transport in Wrocław influence greatly training of logistics
workers in Poland.
The question of defining competencies for particular job category is quite
complicated. There are numerous references on how to understand the term
‘competencies’ [see 5, 7]. Following many authors that take the issue broadly, it
should be stated that competencies of logistics manager include a collection of
acquired knowledge and practical professional skills as well as possessed personal,
social features and motivation, which altogether ensure effective performance of
roles and functions that this position requires.
In many analyses and practical solutions concerning the so called competence
profiles or standards, there is a division into soft (behavioral) competencies, related
to emotional and social sphere and hard (functional) competencies, related to the
nature of the work performed. In relation to managerial positions, they are often
divided into personal (psychological) competencies, social (e.g. empathy, leadership
or cooperation) and praxeological (technical, proficiency) competencies.
Taking into account these considerations and basing on the specificity of the work
of logistics managers, a division is suggested into three categories of competencies
essential in this position. They are:
- general competencies, concerning work at a particular level in production
enterprise,
- managerial competencies, useful in the work of manager of logistics sector
(department),
- technical (hard) competencies, related to the nature of logistics activity in the
company.
The first category includes mostly:
- capability to gain and analyze information,
- representing interests of the company outside,
- creativity and entrepreneurship while realizing these tasks,
- reliability and punctuality in the process of work,
- client orientation,
- knowledge from the field of law, marketing and company finance,
- knowledge of market and branch,
- IT competencies,
- motivation for development and constant improvement of qualifications.
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
220
Managerial competencies are to a great extent the same for all managerial positions
but in the case of logistics managers, attention should be paid particularly to:
- features and capabilities of communicating with the company environment and
inside the enterprise,
- leadership forces that are essential due to interdisciplinary nature of logistics
teams, including ability to manage a few tasks at the same time,
- capability to negotiate with deliverers, subcontractors and recipients as well as
production departments,
- ability to cooperate and soften conflicts and tensions that often arise in this type
of organizational cells,
- knowledge and capabilities in the sphere of managing changes, including
convincing the staff and creating bonds in team,
- ability to motivate subordinates and supervise,
- efficiency and ability to manage time.
Technical competencies constitute a range of knowledge, capabilities, and
predispositions ensuing from the specificity of working in logistics. The most
important are:
- knowledge about deliverers and clients,
- knowledge in the field of transport techniques, inventory and material
economics,
- knowledge of good practices and effective logistics procedures,
- ability to manage the flow of materials and auditing at various points of supply
chain,
- ability to plan and optimize transport services,
- ability to evaluate technical usefulness and quality of supplies of raw materials,
materials and services as well as the choice of deliverers,
- knowledge of new methods of inventory management (e.g. Just in Time and
other),
- knowledge about effective solutions as far as packaging, shipping and waste
disposal are considered.
The importance and usefulness of individual competencies depend on the size and
phase of company development, branch and nature of recipient market, technical
level of the company and management level a logistics manager functions at. The last
relationship is presented in Exhibit 16.4.
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
221
Exhibit 16.4. Relationships of competencies of logistics managers to management level
Source: author’s study
The group of 48 participants of weekend and post-graduate studies on logistics
management were also asked about the meaning of individual competencies for the
efficiency of the work on the position of logistics manager. Synthetic results of the
answers (each respondent pointed to four most important features) are presented in
table 16.3.
Table 16.3. Competencies particularly useful in the work of logistics manager
No. Competence type % of
answers Position
1. Ability to gain and analyze information 5,4 IX – X
2. Client orientation 8,5 VI
3. Knowledge of market and branch 6,5 VIII
4. Leadership forces 15,0 II
5. Ability to negotiate 18,2 I
6. Ability to cooperate and soften conflicts 8,0 VII
7. Efficiency and ability to manage time 5,4 IX – X
8. Knowledge about deliverers and recipients 11,3 IV
9. Knowledge of good practices and logistics procedures 12,5 III
10. Ability to assess raw materials, materials and half-
products and choice of deliverers 9,1 V
11. Total 100,0
Source: author’s study
Among the chosen competencies, there are features and capabilities belonging to
all of the categories discussed above. However, managerial competencies (ability to
negotiate and be the leader) were put on the first two positions (the biggest number of
answers). Technical competencies were also considered as very important (positions
Lower (e.g. manager of
inventory)
Medium (e.g. manager of
logistics sector)
Higher (e.g. Logistics
Director)
Management
Competence type
General
Managerial
Tec
h
nical
S. Lachiewicz, A. Zakrzewska – Bielawska, The roles and conditions for the
functioning of logistics managers in production enterprises, [w:] Efficiency of pro-
duction processes, M. Fertsch, K. Grzybowska, A. Stachowiak (eds.), Monograph,
Publishing House of Poznan University of Technology, Poznań 2009, s.209-222.
222
III – V). From among general competencies, the biggest number of answers was
given to the following features: client orientation and knowledge of the market and
branch. Two last positions were taken by competencies which, as opinions of the
respondents show, are necessary and essential for working in this position (efficiency
and ability to gain and analyze information).
Although the conducted survey is fragmentary and is not representative of the
whole of logistics managers, it still shows great importance of competencies
mentioned above for efficient performance of the function of logistics manager.
Forming and development of these competencies, particularly managerial and
technical ones, are to be treated as important for all schools and centers training staff
responsible for managing logistics sphere in production enterprises.
5. CONCLUSION
Logistics managers realize very important functions in production enterprises.
They essentially influence the efficiency of enterprise work by ensuring proper
organization of procurement and supply of raw materials and services for production
processes as well as efficient shipping system and system of delivery of finished
products to recipients.
Basic factors conditioning the efficiency of the work of the managers have been
also presented in the article. On the basis of survey research of the author of the
article and other authors, attention has been paid to two essentials conditions. They
are proper organization of logistics activity in production enterprises and proper
system of forming competencies of logistic managers.
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[1] Dembińska – Cyran J., Outsourcing jako narzędzie Lean Mangement, Ekonomika i
Organizacja Przedsiębiorstwa, nr 4/1996
[2] Krawczyk S., Zarządzanie procesami logistycznymi, PWE, Warszawa 2001
[3] Logistyka w Polsce. Raport 2007, Biblioteka Logistyka, Poznań 2008
[4] Persson G., Organisation Design Strategies for Business Logistics, International
Journal of Physical Distribution and materiale management, nr 12/1982
[5] Rakowska A., Sitko – Lutek A., Doskonalenie kompetencji menedżerskich,
Wydawnictwo Naukowe PWN, Warszawa 2000
[6] Stencel B., Outsourcing w logistyce, Studia Ekonomiczne Regionu Łódzkiego, PTE
Oddział w Łodzi, nr 2/ 2008
[7] Witkowski S.A., Listwan T. (red.), Kompetencje a sukces zarządzania organizacją,
Difin, Warszawa 2008
[8] Włodarkiewicz – Klimek M., Miejsce problemów logistycznych w strukturze
organizacyjnej przedsiębiorstwa, [w:] M. Fertach (red.), Logistyka produkcji, Instytut
Logistyki i Magazynowania, Poznań 2003.