Abstract
This contribution deals with the issues of production and logistics performance of Czech and Slovak companies. The goal of the research was to analyze logistic processes, methods of industrial engineering, methods and evaluation of manufacturing, software tools utilized for measurement and management of performance, which are currently applied in manufacturing companies in the Czech and Slovak Republic. This analysis was done with the utilization of qualitative research conducted in 80 selected manufacturing companies in 2009. The results are compared in the continuity with the conclusions from previous researches on manufacturing and logistic factors of the competitiveness of Czech industrial manufacturers carried out during the period 2000-2001 in the framework of the research project of the Faculty of Economics and Management completed in 2004.
Highlights
This contribution deals with the issues of production and logistics performance of Czech and Slovak companies
3.1 Logistic processes in companies In the qualitative research was used categorization of logistic activities performed in organizations (Schulte, 1994, Gros, 1996)
In a sample of 2009 is about 15% companies that are engaged in the production of outside business or services. 3.2 Implementation of industrial engineering methods in organizations One part of the qualitative research were structured interviews regarding the application of methods of industrial engineering (IE) based on statements in the scale: being used, planning to use and do not plan using it
Summary
This contribution deals with the issues of production and logistics performance of Czech and Slovak companies. The goal of the research was to analyze logistic processes, methods of industrial engineering, methods and evaluation of manufacturing, software tools utilized for measurement and management of performance, which are currently applied in manufacturing companies in the Czech and Slovak Republic. “The source of the competitive advantage is the multitude of individual activities, which the company performs within the life cycle of the product and which can be represented by the value chain Each of these activities contributes to the relative position of the company as for the amount od expenses and creates a basis for the differentiation“ (Porter, 1995). Logistics as a operationally economic and as a cross-sectional function runs across operationally economic areas: Logistics should connect the material, space and time differentiation of manufacture and consumption on contact points within companies and between them logically and economically; to each process of division of labor there is a corresponding process of labor interconnection, Logistic processes are processes of transfer for spaning space and time, which in the specific case of commodity economy are transportation, transfer and warehousing processes portrayed as logistic processes (Kortchak, 1995), Logistic management is a sphere of activity of the corporate management responsible for planning, managing and supervising physical, logistic processes on the strategic and operative levels supported by flexible organizational forms that promote holistic integrated concept of (Gros, 1995, Sixta, 1999, Pernica, 1994), The purpose of logistic optimization rests on the reduction of inefficiencies and in the analysis of the economy of the entire course of movement of the material and commodity
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