Abstract
Globalization and over-supply have pushed companies to face new competitive challenges. In such a competitive space, a new approach in managing the supply chains and the consequent optimization of material flows and intangible assets plays a crucial role for improving long-term performances of both individuals belonging to the chain and the entire supply chain. Companies are part of a systematic network of companies and an efficient management of the network allows to reduce the time-to-market for launching new products, to increase the ability to collaborate with value-chain partners and the ability to generate greater value for the customers.
Highlights
The market globalization and the conditions of over-supply, together with demand uncertainty and instability, have pushed companies to face new competitive challenges and major changes in the way business are managed
Companies operate and compete in global markets (Brondoni, 2008), supply chains articulate with an increasing degree of interdependence among the different production realities (Pepe, 2007) and the degree of interaction between the firm and its various stakeholders, with whom it creates a network of relationships, is always higher (Arrigo, 2009)
In such a competitive space, the development factors of enterprises themselves obviously change; firms can no longer rely exclusively on the ownership of specific resources, knowledge and skills, rather they need to rely on new competitive behaviours, on the development of interchanges with all those belonging to the sector, on the dissemination of an appropriate corporate culture and on the search for consensus and legitimacy within its market place
Summary
The market globalization and the conditions of over-supply, together with demand uncertainty and instability, have pushed companies to face new competitive challenges and major changes in the way business are managed. An efficient management of the network allows to contain costs and to reduce the time-to-market for launching new products, to increase the ability to collaborate with value-chain partners and, more important, the ability to generate greater value for the customers. This value is achieved if the quality of relations between operators in the industry in terms of continuous collaboration, transparency and mutual trust, allows the pursuit of an optimization of the overall supply chain. The configuration that in our view appears to be adequate to the abovementioned needs assumes the characteristics of a type of demand driven supply network or of a supply network whose dynamics are in perfect sync with the market demand and which are able to reconfigure themselves to exploit opportunities generated by the instability and the temporary nature of demand
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