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The multisourcing model of safe supply chain management

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The multisourcing model of safe supply chain management

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The logistics outsourcing concept is to address the feasibility of using its own capabilities and sources of supply to perform certain logistics functions that the company can entrust to an external partner. However, in the current context of rapid change, it is important to make a quick and efficient decision on sources of supply: regardless of the sourcing model of the company. That is, what is the usual supply strategy for the company. Security (reliability and stability) of supplies is at the first place. Therefore, a quick decision on the optimal source of supply is the optimal solution. More precisely is the optimal combination of the use of internal resources of the company and the resources of external suppliers. Multisourcing is a type of outsourcing used by many companies in conditions of frequent changes. Unlike traditional outsourcing, the multisourcing model involves the use of several different vendors for the same product at different times. The decision depends on the level of security. For example, with multiple sources, a company can choose the best supplier for a particular task. By outsourcing certain operations, a company can perform critical tasks on its own. These actions can achieve optimization of operating costs. However, when deciding on multisourcing, it is important to assess the risks. It is important to estimate the cost of supply according to different options. You should compare the results of calculations and compare with the risks. These actions can ensure security of supply. So, the proposed economic and mathematical model is able to help to make the right decision of the rational choice of supply channel from several alternatives and, as a consequence, to achieve the following main goals: improving the quality of supply management; reduction of the logistics cycle; reduction of supply costs; increase the reliability of supply
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SWIEKATOWSKI Ryszard – Doctor of Economics, Professor (Poland);
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TRUSHKINA N. V. – PhD (Economics), Corresponding Member of the Academy;
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SMERICHEVSKA S. V. – Doctor of Economics, Professor;
GRITSENKO S. I. – Doctor of Economics, Professor;
KARPENKO O. O. – Doctor of Economics, Professor;
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Contents
INTRODUCTION 5
BUGAYKO D. O. PhD in Economics, Associate Professor, Acting Director
International Cooperation and Education Institute, Instructor of ICAO Institute of
National Aviation University (Ukraine), SHEVCHENKO O.R. PhD in Economics,
Director of International Cooperation and Education Institute, National Aviation
University (Ukraine)
6 – 18
INDICATORS OF AVIATION TRANSPORT SUSTAINABLE DEVELOPMENT SAFETY
KOSTIUCHENKO L. V. PhD in Economics, Associate Professor, Associate Professor of
Department of National Aviation University (Ukraine)
19 – 26 THE MULTISOURCING MODEL OF SAFE SUPPLY CHAIN MANAGEMEN
T
HRYHORAK M.Yu. Doctor of Economics, Associate Professor, Head of Logistics
Department National Aviation University (Ukraine), TRUSHKINA N.V. PhD
(Economics), Associate Professor, Senior Research Fellow, Regulatory Policy and
Entrepreneurship Development Institute of Industrial Economics of the National
Academy of Sciences of Ukraine (Ukraine)
27 – 40
DEVELOPMENT OF THE LOGISTICS SYSTEM OF TH
E
ECONOMIC REGION “POLISSYA” IN
THE CONTEXT OF THE GREEN ECONOMY: ECOLOGICAL PROBLEMS AND PERSPECTIVES
KARPUN O.V. PhD in Economics, Associate Professor, Associate Professor of
Logistics Department National Aviation University (Ukraine)
41 – 52 CONCEPTUAL MODEL OF FLORICULTURE SUPPLY CHAIN MANAGEMEN
T
GRITSENKO S.I., Doctor of Economics, Professor, Professor
of Logistics Department
National Aviation University (Ukraine), VINICHENKO I.A. Project Manager, Dudka
Agency (Ukraine) (Ukraine)
53 – 61
PROSPECTS AND OPPORTUNITIES FOR USING FOREIGN EXPERIENCE FOR THE
DEVELOPMENT OF INTELLECTUAL TRANSPORTATION SYSTEMS IN UKRAIN
E
The electronic scientifically and practical journal 19-26
“INTELLECTUALIZATION OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT”, v.4 (2020)
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UDC 656.1/658.7; 658:005.9 DOI: https://doi.org/10.46783/smart-scm/2020-4-2
JEL Classification: C02, D24, F 52, G32, P41.
Received: 14 December 2020
Kostiuchenko L. V. PhD in Economics, Associate Professor, Associate Professor of
Department of National Aviation University (Ukraine)
ORCID – 0000-0002-7635-5153
Researcher ID – S-7795-2018
Scopus author id:
THE MULTISOURCING MODEL OF SAFE SUPPLY CHAIN
MANAGEMENT
Lesia Kostiuchenko «The multisourcing model of safe supply chain management». The logistics
outsourcing concept is to address the feasibility of using its own capabilities and sources of supply to perform
certain logistics functions that the company can entrust to an external partner. However, in the current context
of rapid change, it is important to make a quick and efficient decision on sources of supply: regardless of the
sourcing model of the company. That is, what is the usual supply strategy for the company. Security (reliability
and stability) of supplies is at the first place. Therefore, a quick decision on the optimal source of supply is the
optimal solution. More precisely is the optimal combination of the use of internal resources of the company and
the resources of external suppliers.
Multisourcing is a type of outsourcing used by many companies in conditions of frequent changes. Unlike
traditional outsourcing, the multisourcing model involves the use of several different vendors for the same
product at different times. The decision depends on the level of security. For example, with multiple sources, a
company can choose the best supplier for a particular task. By outsourcing certain operations, a company can
perform critical tasks on its own. These actions can achieve optimization of operating costs. However, when
deciding on multisourcing, it is important to assess the risks.
It is important to estimate the cost of supply according to different options. You should compare the
results of calculations and compare with the risks. These actions can ensure security of supply. So, the proposed
economic and mathematical model is able to help to make the right decision of the rational choice of supply
channel from several alternatives and, as a consequence, to achieve the following main goals: improving the
quality of supply management; reduction of the logistics cycle; reduction of supply costs; increase the reliability
of supply
Keywords: supply model, supply chain management, outsourcing, multisourcing, security of supply,
costs of secure supply management.
Леся Костюченко “Мультисорсингова модель безпечного управління ланцюгами
постачання”. Концепція логістичного аутсорсингу полягає у вирішенні питання доцільності
використання власних можливостей та ресурсів для виконання окремих логістичних функцій, які
підприємство може довірити зовнішньому партнерові. Однак за нинішніх умов швидких змін
важливим є прийняття швидкого та ефективного рішення щодо джерел постачання: незалежно від
того, за якої сорсингової моделі працює компанія. Тобто, яка стратегія постачання є звичною. На
вершину цілей ставиться безпека (надійність та стабільність) поставок. Тому оптимальним є
The electronic scientifically and practical journal 19-26
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ISSN 2708-3195 https://smart-scm.org
оперативність прийняття рішення щодо оптимального джерела постачання. Точніше –
оптимальне поєднання використання внутрішніх ресурсів компанії та ресурсів зовнішніх
постачальників.
Мультисорсинг – це вид аутсорсингу, який використовує багато компаній в умовах частих
змін. На відміну від традиційного аутсорсингу, модель мультисорсингу передбачає використання
декількох різних постачальників одного і того ж продукту в різний час. Рішення залежить від рівня
безпеки. Запропонована економіко-математична модель спроможна допомогти у прийнятті
правильного рішення щодо раціонального вибору каналу постачання з декількох альтернативних і,
як наслідок, досягти таких основних цілей: підвищити якість управління постачаннями; скоротити
логістичний цикл; зменшити витрати на постачання; підвищити надійність постачань.
Ключові слова: модель постачання, управління ланцюгом постачання, аутсорсинг,
мультисорсинг, безпека постачання, витрати на безпечне управління постачанням.
Леся Костюченко «Мультисорсинговая модель безопасного управления цепями
поставок». Концепция логистического аутсорсинга заключается в поиске решения вопроса о
целесообразности использования собственных возможностей и ресурсов для выполнения
отдельных логистических функций, которые организация может доверить внешнему партнеру.
Однако при современных условиях частых и резких изменений важным является принятие быстрого
эффективного решения об источниках снабжения: независимо от того, при какой сорсинговой
модели организация работает. Т.е., какая стратегия снабжения избрана. На вершину целеполагания
ставится безопасность (надежность и стабильность) поставок. Поэтому оптимальным является
оперативность принятия решения касательно оптимального источника поставок. Точнее –
оптимальное объединение использования внутренних ресурсов организации, а также ресурсов
внешних поставщиков.
Мультисорсинг является видом аутсорсинга, который используется многими организациями
в условиях частых изменений. В отличии от традиционного аутсорсинга, модель мультисорсинга
предусматривает использование нескольких разных поставщиков (источников) одного и того же
продукта в разное время. Решение зависит от уровня безопасности. Предложенная экономико-
математическая модель может поспособствовать принятию правильного решения о
рациональном выборе канала снабжения с нескольких альтернативных и впоследствии достичь
следующих основных целей: повысить качество управления поставками; сократить логистический
цикл; уменьшить затраты на снабжение; повысить надежность поставок.
Ключевые слова: модель снабжения, управление цепями поставок, аутсорсинг,
мультисорсинг, безопасность поставок, затраты на безопасное управление поставками.
Introduction. Multisourcing is an
effective combination of different sources of
supply. It allows you to economically and
quickly achieve delivery of goods from
around the world. The choice of
multisourcing is determined by its cost-
effectiveness, time savings and risk reduction.
This type of transportation takes into account
the specifics of the conditions of the
transported goods, which increases the level
of reliability of supply. Thus, it is possible to
find the optimal source and delivery route.
Analysis of recent researches and
publications. is to determine and
substantiate the main indicators of economic
and technological development, social and
environmental components of air transport
and assess their level. Indicators are given in
groups in the above areas. Indicators are
divided into stimulants (indicators that
contribute to the sustainable development of
air transport and the national economy) and
disincentives (indicators that hinder the
sustainable development of air transport and
the national economy). The solution of this
problem will make it possible to conduct a
comprehensive assessment of the current
state of air transport in Ukraine on the basis of
a systematic approach.
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Table 1. Classification of supply (sourcing) models
Sign of classification Name of sourcing models
By number of suppliers Single Sourcing
Modular Sourcing
On a regional-territorial basis Global Sourcing
Regional Sourcing
National Sourcing
Domestic Sourcing
In the presence of intermediaries in
the logistics channel "supplier-
consumer"
Straight
Indirect (different levels)
By source of supply Insourcing
Outsourcing
By the complexity of the delivery
option
One-level
Multilevel
On the scale (depth) of the
combination of resources
Best-of-breed consortium
Prime contractor
Joint venture (JV);
Full outsourcing
Using IT technologies e-sourcing
Multisourcing / Selective sourcing
Source: [2; 3]
A multiple sourcing definition is
outsourcing several of the company's most
important operations to several different
vendors instead of using a single source [5].
According to the author of [6], “the
multisourcing approach contrasts with fully
in-house IT provisioning and sole-source
outsourcing models. Multisourcing (multi-
sourcing) is an approach to outsourcing in
which IT operations and technology
infrastructure are contracted to a number of
vendors, usually in combination with some
internally provided elements of information
technology” [6].
Multiple sourcing, which more
commonly is referred to as multi-sourcing, is a
type of outsourcing used by many companies.
Unlike traditional outsourcing, where a single
vendor handles IT responsibilities and other
company operations, multi-sourcing makes
use of several different vendors. Usually, the
company will handle some IT tasks in-house
and then outsource the rest [5].
Margaret Rouse in [6] writes that the
purpose of the multisourcing was to
maximize the effectiveness of an enterprise's
IT by ensuring that various elements were
sourced to the best possible providers, while
allowing the enterprise to maintain its focus
on core competencies. She highlights the
following benefits of multisourcing supply:
1) Multisourcing can aid enterprise risk
management programs by diversifying risk in
vendor operations;
2) It can as well:
a) promote competition among various
providers,
b) cut costs related to repetitive service
contracts
c) improve quality, collaboration and
innovation among a group of IT providers.
“Often, a company’s IT vendor
management office will oversee its
multisourcing arrangements with input and
guidance from its legal team, IT staff and other
executive leadership. A good starting point is
to select service-delivery providers with
similar corporate cultures. In addition,
organizations pursuing a multisourcing
arrangement should craft strong internal
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ISSN 2708-3195 https://smart-scm.org
corporate governance strategies with regard
to IT vendor relationships and share the
details with all of their service providers to
promote better cooperation and more
seamless delivery of services across
organizational lines.” [6].
The authors of [5] give the following
advice on choosing and implementing a
multisorving strategy:
- “when choosing the multi-sourcing
strategy, you should make sure that someone
in your IT office is monitoring arrangements
with vendors (there will be an entire office
dedicated to this task);
- when dealing with vendors, input from
your company's IT professionals, as well as
your legal team, can be helpful;
- one of the best ways to choose IT
vendors is to look for companies with a
corporate culture similar to your own;
- before developing arrangements with
IT vendors, you need to develop a strong
internal strategy for monitoring and
maintaining relationships with vendors;
- you should share details of this
strategy with all of your service providers to
make sure that everyone is on the same page”
[5].
“The cost of retaining multiple supply
locations must be seen more as a cost of
doing business, rather than an inefficiency. …
Brexit, the U.S.-China trade war, a general
geopolitical trend toward nationalization, the
COVID-19 pandemic have changed the
priorities of many supply chain leaders. They
now need to balance cost and operational
efficiency with greater resilience.” [7].
On the other hand, the author
emphasizes another important aspect – safe
(reliability and stability). “Only 21% of
respondents stated that they have a highly
resilient network today, meaning good
visibility and the agility to shift sourcing,
manufacturing and distribution activities
around fairly rapidly. It suggests that
increasing resilience will be a priority for many
as they emerge from the current crisis. More
than half expect to be highly resilient within
two to three years inefficiency.” [7].
“In 2011, major natural disasters in Japan
and Thailand disrupted supply chains across
the world and exposed companies’ reliance
on single sources of supply. In the automotive
industry, nearly finished cars could not be
shipped to customers because of missing, and
often inexpensive, components.
Multisourcing is an obvious way to mitigate
this risk.” [7]. So Sarah Hippold offers “to craft
a multisourcing strategy, supply chain leaders
must know their supplier networks in detail
and be able to categorize suppliers not just by
spend, but also by revenue impact if a
disruptive event occurs”. Author proves that
“diversification can be achieved by awarding
business to additional suppliers or working
with an existing single- or sole-source
supplier that is able to produce out of several
locations” [7].
However beyond multisourcing, some
companies want to reduce geographic
dependence in their global networks and
shorten cycle times for finished products. It
can be nearshoring. Regional or local supply
chains can be more expensive, because they
add more players and complexity to the
ecosystem, but they allow for more control
over inventory and move the product closer
to the end consumer [7].
Multi-sourcing is significantly different
from handling IT operations completely
within the company or outsourcing these
duties to a single vendor. Making IT
operations more effective is the idea behind
multi-sourcing. With multi-sourcing, a
company can choose the best vendor for a
given IT task. By outsourcing certain IT
operations, the company can handle the most
important responsibilities internally. It can
provide several other benefits to companies
that choose this strategy and there are several
factors that can determine the benefits and
drawbacks a company can experience from
multiple sourcing. [5]
Based on the results of the research we
can present such advantages of multimodal
transportation as show in the Table 2
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Table 2. Factors and reasons for the benefits and shortcomings of multisourcing
Benefits of multisourcing Shortcomings of multisourcing
Sparking competition between
vendors
The complexity of the arrangement
Lowering the costs and improving the
quality of service contracts
The availability of unique materials.
Allowing IT providers to innovate and
collaborate
The using of necessary Bill of Materials of a
product
It can help to protect a company from
the risk of demand variability
Weakening the concentration of attention on
a particular supplier (supply chain can be
easily disrupted)
Source: revised by the author on the basis of [2; 4; 5]
However, keep in mind that the biggest
drawback of multi-sourcing is that your
supply chain can be easily disrupted because
you'll be working with multiple vendors.
Because “every supplier that you use will have
a much lower volume of business transactions
than with single-source outsourcing, they will
not be as motivated to maintain efficiency
and to make sure there are no bottlenecks in
the supply chain. Obviously, this increases the
risk for the company that purchases the
supplier's services.” [5].
Factors and reasons for the benefits and
shortcomings of multisourcing which are
given in the table 2 we can be explained as
follows [5]:
1) With multi-sourcing, your company
will need to be much more proactive about
managing your relationships with vendors so
that you can avoid frequent disruptions of
your supply chain.
2) The biggest strength of multiple
sourcing is that you will not be overly reliant
on a single supplier. If one of your vendors is
frequently experiencing supply chain
disruptions that are affecting your business,
you can shift that vendor's responsibilities to
another supplier. Choosing a multi-sourcing
strategy means you'll be able to lower the
risks of supply disruption and will make sure
that you're not dependent on one vendor.
3) Multi-sourcing can also help to protect
your company from the risk of demand
variability. When you have relationships with
multiple vendors and demand sharply
increases, you can spread this demand among
all of your vendors, ensuring you can meet
customer demand without overwhelming
your suppliers. Many companies use multi-
sourcing to help lower their prices. By using
multiple vendors, you may be able to spark a
bidding war for your contract, which can
result in you paying a much lower price than
you would when working with a single
vendor.
4) In most cases, a company can replace
a supplier without affecting any of its other
contracts. Depending on the service provided
by the supplier, however, a company may
need to change their arrangements with the
remaining suppliers when ending a supplier
relationship. When you need to end a supplier
relationship and update your relationship
with your other suppliers, you should alert
your customers so that they can prepare for
any changes in their IT support. If the
management of company wants to keep your
costs as low as possible, you should make sure
that you aren't duplicating tasks across your
vendors and within your company. On the
other hand, task duplication is a common way
to lose money.
The importance of determining and
evaluating the criteria for choosing a rational
supply channel is described in detail and
proved in the monograph [1, p.451 – 453].
The purpose and objectives of the
study. Analysis of the publications of the
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ISSN 2708-3195 https://smart-scm.org
above authors shows that views on the
essence and content of multi-resources for
practical logisticians and academic experts do
not differ. However, the studied publications
do not have ways to assess the level of risks
and total costs of supply chain management
process taking into account the level of
security.
That is why the purpose of this study is to
find a scientifically sound mathematical
model for calculating the total cost of supply
management, taking into account the level of
security.
Basic material and results. Based on the
study and in accordance with its purpose, we
propose an economic and mathematical
model for determining the total cost of supply
chain management for a certain period of
time, taking into account the security of
multisourcing supply:
min)( 
IiJjKkTt
ijkt
Cl
ijkt
CA
ijkt
Sf
ijkt
SC
ijkt
CSCM NCyNCC , (1)
where: t
SCM
C
total costs of supply
chain management for the t-th period of
time;
ССijkt costs for ensuring the supply of the
i-th batch taking into account the j-th
need k-th supply channel for the t-th
period of time;
NSCijkt the number of deliveries of the i-th
batch taking into account the j-th need k-
th supply channel for the t-th period of
time;
ySf ijkt variable that reflects the level of
safe (reliability, stability) in the supply of
the i-th batch, taking into account the j-th
need k-th supply channel for the t-th
period of time;
CCAijkt costs of claims activity related to
the supply of the i-th batch, taking into
account the j-th need k-th supply channel
for the t-th period of time;
NClijkt the number of claims for the
supply of the i-th batch, taking into
account the j-th need k-th supply channel
for the t-th period of time.
This model reaches its maximum value
subject to such restrictions:
– by reliability (stability) of the k-th
supply channel for the t-th period at purchase
і- th batch, taking into account the j-th need
(with t = ТL (lower limit); T = ТH (upper
limit)):

 
KkTtKkTt
kt
kt
Cl
kt
SC yNN , (2)
where: NSCkt – possible number of deliveries
by the k-th supply channel for the
t-th period;
on the flexibility of procurement policy
(procurement frequency planning):

JjKk
kt
SC
N4812 (the number per
year);
by the amount of supply chain
management funding for the t-th period of
time:
Tt
t
SCM
Kk
kt
SCM
kt
Sf CCy , (3)
where: kt
SCM
C
total costs of supply
chain management for the k-th supply
channel for the t-th period of time;
– on the reliability (stability) of the k-th
supply channel for the t-th period according
to the previous one:
1
1
kt
kt
SCM
kt
SCM yNN ;
as well as under such next
conditions: TtKkJjIi
;;; .
The electronic scientifically and practical journal 19-26
“INTELLECTUALIZATION OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT”, v.4 (2020)
ISSN 2708-3195 https://smart-scm.org
Variable that reflects the increase in
reliability (stability) of the k-th supply channel
for the t-th period of time (ySf kt) determines
by the formula:
t
KN
ykt
SCM
kt
Sf
unev
, (4)
where: Kunev coefficient of uneven
supply, which is calculated by the
formula:
Kнер = kдоб · kгод, (5)
where: kyear/season – macro indicator relative
to t – year/season coefficient of non-
uniformity,
kyear/ season (1,3-1,9);
kday micro indicator relative to t – day
coefficient of non-uniformity,
kday (2,0-4,0).
The proposed economic and
mathematical model will allow to make the
right decision of the rational choice of supply
channel from several alternatives and, as a
consequence, to achieve the following main
goals:
1) improving the quality of supply
management;
2) reduction of the logistics cycle;
3) reduction of supply costs;
4) increase the reliability of supply
(;optNSCM , xmySaf a).
Conclusions. Scientific analysis of key
steps and elements of creating a
mathematical model for calculating the total
cost of supply management, taking into
account the level of security, gives the
following conclusions:
1. The proposed economic and
mathematical model reaches its maximum
value subject to certain limitations that must
be taken into account.
2. This model will allow making the right
decision of the rational choice of supply
channel from several alternatives.
3. The proposed economic and
mathematical model will allow to make the
right decision of the rational choice of supply
channel from several alternatives and, as a
consequence, to achieve the following main
goals: improving the quality of supply
management; reduction of the logistics cycle;
reduction of supply costs; increase the
reliability of supply.
References
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concept, methodology, competence], Sik Grup Ukrayina, Kyiv, Ukraine.
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analyse”, Efektyvna ekonomika, vol. 5, available at:
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NAU, Kyiv, Ukraine
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management], Logos, Kyiv, Ukraine.
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available at: https://www.upcounsel.com/multiple-sourcing-definition
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“INTELLECTUALIZATION OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT”, v.4 (2020)
ISSN 2708-3195 https://smart-scm.org
6. Margaret Rouse (2011). Multisourcing (multi-sourcing) // Techtarget [Online]:
https://searchcio.techtarget.com/definition/Multisourcing July 2011
7. Sarah Hippold (2020). In the wake of COVID-19 and other disruptions, supply chain leaders
have to balance resilience and efficiency to secure their networks // Smarter With Gartner / June
23, 2020: available at: https://www.gartner.com/smarterwithgartner/6-strategies-for-a-more-
resilient-supply-chain/
ResearchGate has not been able to resolve any citations for this publication.
Intelektualizatsiya rinku logistichnih poslug: kontseptsiya, metodologiya, kompetentnist: monografiy
  • M Grigorak
  • Yu
Grigorak, M. Yu. (2017). Intelektualizatsiya rinku logistichnih poslug: kontseptsiya, metodologiya, kompetentnist: monografiy [Intellectualization of the logistics services market: concept, methodology, competence], Sik Grup Ukrayina, Kyiv, Ukraine.
Sorsinhova model upravlinnia systemoiu materialno-tekhnichnoho zabezpechennia zaliznychnoi haluzi [Sourcing model of management of the logistics system of the railway industry
  • L Kostiuchenko
Kostiuchenko, L. (2009). Sorsinhova model upravlinnia systemoiu materialno-tekhnichnoho zabezpechennia zaliznychnoi haluzi [Sourcing model of management of the logistics system of the railway industry], Problemy pidvyshchennia efektyvnosti infrastruktury. vol. 21, p. 170-179. NAU, Kyiv, Ukraine
Lohistychnyi menedzhment [Logistics management
  • V A Kulyk
  • M Grigorak
  • Iu
  • Kostiuchenko
Kulyk, V.A., Grigorak, M.Iu. and Kostiuchenko (2013). Lohistychnyi menedzhment [Logistics management], Logos, Kyiv, Ukraine.
Multisourcing (multi-sourcing) // Techtarget
  • Margaret Rouse
Margaret Rouse (2011). Multisourcing (multi-sourcing) // Techtarget [Online]: https://searchcio.techtarget.com/definition/Multisourcing July 2011
In the wake of COVID-19 and other disruptions, supply chain leaders have to balance resilience and efficiency to secure their networks // Smarter With Gartner
  • Sarah Hippold
Sarah Hippold (2020). In the wake of COVID-19 and other disruptions, supply chain leaders have to balance resilience and efficiency to secure their networks // Smarter With Gartner / June 23, 2020: available at: https://www.gartner.com/smarterwithgartner/6-strategies-for-a-moreresilient-supply-chain/