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Benčmarking I Logistika PDF
Benčmarking I Logistika PDF
UDC: 65.012.22
BENČMARKING I LOGISTIKA
Abstract: In order to assess their position in the market companies have always felt a need to compare
with other companies. Benchmarking is a contemporary method of comparing the best practices standards
with the company’s performance in order to achieve optimum results.
Benchmarking is a process which incorporates the components of modern management practice as part of
total quality management (TQM - Total Quality Management). It is a new conception in strategic
management whose implementation is aimed at the enhancement of performances of economic entities.
Benchmarking may be defined as a learning process which ensues from the study and analysis of the
positive experiences of others where such experiences - along with the necessary adjustments – would be
applied with a view of promoting one’s own performance. From the standpoint of applicability
benchmarking is a tool which enables the monitoring and improvement of performance, based on the
knowledge acquired from the best-practice examples and understanding of the processes underlying the
attainment of such successful results.
This paper is dedicated to the description of the benchmarking process and the possibility of its
implementation in logistic systems. In part II of this paper the place and role of benchmarking have been
described, as well as its history, the various types of bench-marking research projects and implementation
stages. Part III deals with the logistics performances and the performance metrics determination. In part
IV some examples have been given of benchmark research on logistics along with the identification of
possible problems that may be encountered during the conduct of research. Part V contains conclusive
deliberations.
Apstrakt: Kompanije, u cilju sagledavanja svoje tržišne pozicije, uvek imaju potrebu za poređenjem sa
drugim kompanijama. Jedan od savremenih postupaka poređenja pokazatelja i unapređenja poslovanja
kompanije je benčmarking.
Benčmarking je proces, koji obuhvata komponente moderne upravljačke prakse kao dela sveukupnog
kvaliteta upravljačke operacije (TQM - Total Quality Management). To je novi koncept strategijskog
menadžmenta, koji se primenjuje u cilju unapređenja poslovanja ekonomskih subjekata. Benčmarking se
može opisati kao proces učenja, koji proizilazi iz posmatranja i analiziranja pozitivnih iskustava drugih,
kako bi se data iskustva, uz neophodna prilagođavanja, primenila u cilju unapređenja sopstvenog
poslovanja. Sa aspekta primene, benčmarking je alat za praćenje i poboljšanje performansi, učenjem iz
najboljih primera u praksi i razumevanjem procesa pomoću kojih su ti primeri postignuti.
U ovom radu je opisan proces benčmarkinga i mogućnost njegove primene u logističkim sistemima. U
drugom delu rada opisano je mesto i uloga benčmarkinga, istorijat, vrste benčmarking istraživanja i faze
primene. U trećem delu rada opisane su logističke performanse i izmeritelji za njihovo oređivanje. U
četvrtom delu su prikazani neki primeri primene benčmarking istraživanja u logistici, sa ukazivanjem na
moguće probleme u realizaciji. Peti deo rada je su zaključna razmatranja.
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1 INTRODUCTION 1 UVOD
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This paper is dedicated to the description of the U ovom radu je opisan proces
benchmarking process and the possibility of its benčmarkinga i mogućnost njegove
implementation in logistic systems. In part II of primene u logističkim sistemima. U
this paper the place and role of benchmarking drugom delu rada opisano je mesto i uloga
have been described, as well as its history, the benčmarkinga, istorijat, vrste benčmarking
various types of bench-marking research projects istraživanja i faze primene. U trećem delu
and implementation stages. Part III deals with the rada opisane su logističke performanse i
logistics performances and the performance izmeritelji za njihovo oređivanje. U
metrics determination. In part IV some examples četvrtom delu su prikazani neki primeri
have been given of benchmark research on primene benčmarking istraživanja u
logistics along with the identification of possible logistici, sa ukazivanjem na moguće
problems that may be encountered during the probleme u realizaciji. Peti deo rada jesu
conduct of research. Part V contains conclusive zaključna razmatranja.
deliberations.
2 MESTO I ULOGA
2 PLACE AND ROLE OF BENČMARKINGA
BENCHMARKING
Benčmarking predstavlja novi koncept
Benchmarking is a new conception in strategic strategijskog upravljanja, koji se primenjuje u
management which is implemented in order to cilju unapređenja poslovanja.
improve the performance of one’s own company.
Benčmarking se može opisati kao proces
It can be described as a process of continuous neprekidnog merenja, unutrašnjeg i
evaluation, the comparing of one’s own spoljašnjeg upoređivanja, u odnosu na
parameters with the external and internal ustanovljene lidere u najboljoj praksi, kako
performance parameters of established leaders in bi se steklo znanje i stvorili uslovi za
the best practices the aim of which is to gain poboljšanje sopstvenih performansi. To je i
knowledge and generate conditions for self- proces učenja iz posmatranja i analiziranja
improvement. Furthermore, it is a learning pozitivnog iskustva drugih, da bi se ta
process that is based on the close monitoring and iskustva uz neophodne promene primenila u
study of other companies’ positive experiences sopstvenom poslovanju.
which can subsequently be used to implement
improvements in one’s own company. Proces benčmarkinga je popularisan od
strane velikih svetskih kompanija (Xerox,
The popularization of benchmarking process was Gillete, Exel Logistics, i dr) u drugoj
initiated by a number of major world companies polovini XX veka.
(Xerox, Gillete, Exel Logistics and other) in the
second half of the 20th century. Kompanija Gillete ima svoje proizvodne i
distributivne centre u osam zemalja Južne
The Gillete Company has got a network of Amerike. Svake godine se između njih
production and distribution centers in eight organizuje ″takmičenje″, poređenjem 12
countries in South America. Every year a izmeritelja logističkih performansi,
“contest” is organized among those countries by određenih na nivou kompanije. Ovako
comparing 12 parameters of logistics organizovano ″takmičenje″ predstavlja jedan
performances determined at the company’s level. oblik kolegijalne konkurencije na nivou
Thus organized “contest” is a form of loyal kompanije. ″Pobednici″ u svakoj od 12
competition at the company’s level. The kategorija logističkih performansi, su
“winners” in each of the twelve categories of logistički menadžeri, koji prenose svoja
logistics performances are logistics managers iskustva kolegama i time unapređuju ukupno
who transfer their experiences to their associates poslovanje kompanije, u svim zemljama.
whereby the overall operations of the Company
are improved in all the countries.
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In recent years the Xerox Company has introduced Kompanija Xerox je poslednjih godina uvela
some changes in its distributive network. Those izmene u svoju distributivnu mrežu. Promene se
changes relate to the number, location and structure odnose na broj, lokaciju i konstrukciju svih
of all distribution facilities, final products and objekata distribucije gotovih proizvoda i delova
serviceable ( spare) parts. In order to develop as za servis. U nameri da razvije što produktivniji
successful a conception of distributive centers as koncept distributivnih centara, Xerox je
possible Xerox organized visits to the various organizovao obilazak različitih distributivnih
distributive centers in different industry fields. centara, koji pripadaju različitim privrednim
Engineers from Xerox selected a of logistics oblastima. Inženjeri iz Xerox-a su izabrali skup
performances that were relatively easy to assess and logističkih performansi, koje su relativno lako
on the basis of those parameters evaluated each izmerljive, i na osnovu njih su procenjivali svaki
distributive center. On every visit information were distributivni centar. Pri svakoj poseti,
exchanged with hosts and particularly with those razmenjivane su informacije i iskustva sa
whose performances were rated highly. The domaćinima, a posebno sa onima koji su po
exchange of information and experiences was quite performansama visoko procenjeni. Razmena
open since the participating companies were not informacija i iskustava je bila veoma otvorena
confronted as competitors. Having done so Xerox jer se radi o nekonkurentskim kompanijama. Na
benefited from other companies’ experiences which ovaj način, Xerox je sebi obezbedio dobra
were incorporated in its distributive center project praktična iskustva drugih, koja je uključio u
design. Benchmarking process in Xerox has been svoje projektno rešenje distributivnog objekta.
functioning till the present day where the company Proces benčmarking u Xerox-u funkcioniše i
has attained world-class rating. danas, kada je kompanija postala ″svetska klasa″
(world-class rating).
SBC ranks as one of major national suppliers in
America in the field of telecommunications. The SBC je jedan od najvećih nacionalnih
management set up a task to cut the logistics costs snabdevača u oblasti telekomunikacija u
by 20% provided that the quality of services Americi. Menadžment je postavio zadatak
rendered to its users be maintained at the same level smanjenja logističkih troškova za 20% uz
or improved. The Company’s director invited other održavanje ili unapređenje nivoa opsluge
companies which recorded superior performances korisnika. Direktor kompanije je uputio poziv
in the field of warehousing and distribution. The drugim kompanijama, koje su imale
companies which were open for a cooperation and superiorne performanse u oblasti skladištenja i
willing to furnish relevant information. responded distribucije. Kompanije koje su pozitivno
affirmatively to this invitation Three companies odgovorile na poziv, bile su otvorene za
were selected from among the invited ones: John davanje informacija i saradnju. Izabrane su tri
Deere, United Stationers and Exel Logistics which kompanije (John Deere, United Stationers i
entered into a successful partnership with SBC. As Exel Logistics), koje su sa SBC formirale
a first step of this joint effort a questionnaire was uspešno benčmarking partnerstvo. U prvom
drafted on the basis of which a comparative zajedničkom koraku, formiran je upitnik na
analysis of the companies’ performances was to be osnovu koga će se porediti kompanije. Svaka
carried out. Each company furnished 12 questions kompanija je dostavila svojih 12 pitanja, tako
of its own so the final version of the questionnaire da je upitnik imao 48 pitanja o poslovanju
contained 48 questions related to the respective kompanije. U sledećem koraku, svaka
company’s performance. During the next stage each kompanija je popunila upitnik i SBC je uradio
company filled out the questionnaire and having analizu dobijenih odgovora, i na osnovu toga
analyzed the obtained answers SBC made out a formirao izveštaj. Posle tri meseca
report. It took three months before a working benčmarking partneri su organizovali radni
meeting was organized where each benchmarking sastanak, na kome je svako dobio temu o kojoj
partner was given a specific topic on which it was će edukovati ostale. Edukatori su izabrani na
to educate the other partners. The educators were osnovu izmerenih rezultata iz upitnika. Posle
selected on the basis of assessed results from the tri meseca organizovan je sledeći sastanak.
questionnaire. Another meeting followed after three Proces koji je trajao tokom godine je doneo
months. The process that lasted one year resulted in unapređene performansi za svaku kompaniju.
improved performance at each of the companies.
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The benchmark object can be the company itself, Benčmark objekat je cela kompanija, ili neki
or some of its subsystems or a process on which njen podsistem ili proces na koje se
benchmark research is being conducted. The primenjuje benčmarking istraživanje.
company’s management makes a decision on the Menadžment kompanije donosi odluku o
scope and level of changes to be implemented
obimu i nivou realizacije promena (pojedini
(individual operating processes or functions, one
of the company’s subsystems or changes at the
poslovni procesi ili funkcije, jedan od
level of the whole company) i.e. it defines the podsistema kompanije ili promene na nivou
benchmark object. cele kompanije), odnosno definiše benčmark
objekat.
Benchmark is the chosen leader, the best practice
to which the company is compared. Properly Benčmark je izabrani lider, najbolja praksa sa
selected benchmark is a prerequisite to successful kojom se kompanija poredi. Dobar izbor
benchmark research. Foreign experiences show benčmarka je preduslov za uspeh benčmarking
that the best company should be chosen as istraživanja. Strana iskustva ukazuju na to da za
benchmark, a leader in the respective field in benčmark treba birati najbolju kompaniju, lidera
order to attain expected objectives. If a company u oblasti, da bi se ostvarili očekivani ciljevi.
chooses an average competitor as its leader, it Kada se za benčmark izabere prosečna
will also end up as an average performer after kompanija, na kraju istraživanja i sopstvena
research has been completed. kompanija će biti samo jedna od prosečnih.
Benchmark methodology is a continuous process Postupak benčmarkinga je kontinualni proces
of determining where a company stands in
poređenja kompanije sa izabranim liderom u
relation to the chosen leader in a specific field of
business. The first stage of the process is nekoj oblasti. Prvi deo ovog procesa je
benchmark research where a parallel is drawn benčmarking istraživanje, kada se porede
between the company’s performance and that of performanse kompanije i lidera i preduzimaju
the leader and measures are taken in order to akcije u cilju prevazilaženja početnih razlika. Na
overcome initial differences. At the end of kraju istraživanja, kompanija ima poboljšane
research the company’s performance is performanse, dostiže izabranog lidera, ali se
improved, the company gets abreast with its proces benčmarkinga nastavlja i dalje, kao
chosen leader, but the benchmark process still
iterativni proces stalnog merenja performansi,
goes on as an iterative process incorporating the
company’s continuous evaluation of poređenja sa boljim od sebe i dostizanja novih
performance, comparing itself to even better a ciljeva.
performer and further pursuing of new objectives.
Toward the middle of the 20th century Japanese Polovinom XX veka Japanci su počeli da
specialists started visiting the most prominent posećuju najbolje kompanije Amerike i Evrope, u
companies in America and Europe to acquire nameri da prikupe znanja i ideje o uspešnom
knowledge and get ideas related to a successful poslovanju. Primenom i modifikacijom
conduct of business. The Japanese have improved prikupljenih saznanja, Japanci su u značajnoj
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Functional benchmarking
Funkcionalni benčmarking
Functional benchmarking comprises a comparison
of the same business functions in the companies Funkcionalni benčmarking obuhvata poređenje
having different activities. Research work covers istih poslovnih funkcija u kompanijama, koje
the same business functions of different origins. imaju različitu delatnost. Istraživanje se odnosi
Those functions can be associated with production, na iste poslovne funkcije različitog porekla. Te
financial, tertiary, etc. By comparing such business funkcije mogu biti proizvodne, finansijske,
functions with other functions from different fields, uslužne i dr. Kompanija poređenjem poslovnih
a company gathers new and original ideas which funkcija sa kompanijama iz drugih oblasti dobija
can help it promote the entire quality of business. nove i originalne ideje, kojima unapređuje ukupni
The advantage of functional benchmarking is an kvalitet poslovanja. Prednost funkcionalnog
easier access to the information and experience of benčmarkinga je u lakšem pristupu podacima i
other companies covering different areas. Gathering bogatstvu iskustva drugih kompanija iz različitih
the necessary information is a simple task, since oblasti. Prikupljanje neophodnih informacija je
there is no competition between the companies jednostavno, jer ne postoji konkurencija između
subjected to comparing. The knowledge on non- kompanija, koje se porede. Saznanja o netipičnim
typical examples is stimulating for implementation primerima imaju podsticajni i inovativni karakter
in the own company. za primenu u sopstvenoj kompaniji.
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This type of benchmarking is widely applied in Ova vrsta benčmarkinga našla je najširu
air traffic, in solving the problems of delayed primenu u vazdušnom saobraćaju pri rešavanju
flights on line services, but primarily in finding problema zadržavanja vazduhoplova u linijskom
solutions for reducing the time necessary to saobraćaju, pre svega, u pronalaženju ideja za
handle aircraft and passengers at airports. skraćivanje vremena opsluge aviona i putnika na
aerodromima.
In the largest number of published papers a U najvećem broju objavljenih radova proces
benchmarking process is represented on both the benčmarkinga se prikazuje na globalnom i/ili
global and detailed levels. On the global level, detaljnom nivou. Na globalnom nivou
the realization of benchmarking may be realizacija benčmarkinga se može prikazati kroz
described through several phases, while on nekoliko faza, a na detaljnom nivou se opisuju
detailed level, individual steps of realization are pojedinačni koraci realizacije.
described.
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The basic phases of the benchmarking process Osnovne faze benčmarking procesa (slika 1),
(Figure 1) that exist in APQC, EFQM and other koje postoje kod APQC-a, EFQM-a i drugih
companies are: kompanija, su:
I Planning, I planiranje,
II Data collection II prikupljanje informacija,
III Analysis and III pnaliza i
IV Application IV primena.
PLANNING
APPLICATION INFORMATION
I
GATHERING
ANALYSIS
I Planning I Planiranje
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new method of company’s living cycle, where početak novog načina života kompanije, gde
benchmarking is a part of business strategy. je benčmarking deo poslovne strategije.
Unit of Improved
measurement continual development
Best
benchmark
Jump function
gap
Own
starting point
Time
Benchmarking process has great advantages in Benčmarking proces ima velike prednosti u
comparison to classic methods of improving the odnosu na klasične metode poboljšanja
company’s business operations. Classic approach poslovanja kompanije. Klasični pristupi
means identifying problems within the company, podrazumevaju identifikovanje problema u
their solving by applying specific methods and kompaniji, njihovo rešavanje primenom
obtaining a new state of business operation, with određenih metoda i dobijanje novog stanja
large time, material and human resources. The poslovanja, uz izuzetno velike vremenske,
outcome of such problem solving is most often materijalne i ljudske resurse. Ishod ovakvog
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With all above advantages, benchmarking has its Uz sve navedene prednosti, benčmarking
own shortcomings which primarily relate to the ima i svoje nedostatke, koji se, pre svega
misunderstanding of the essence and technique of odnose na nerazumevanje suštine i tehnike
research. A failure in the benchmarking process istraživanja. Neuspeh benčmarking procesa
could be the consequence of the following može biti posledica sledećih faktora:
factors:
3 PERFORMANSE LOGISTIČKIH
3 LOGISTIC SYSTEMS PERFORMANCES SISTEMA
These market trends have brought about Ovakve tržišne tendencije dovele su do
extensive structural changes in the concept of krupnih strukturnih promena u konceptu
realization of logistic activities. The basic areas realizacije logističkih aktivnosti. Osnovne
of these changes are: oblasti ovih promena su:
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These changes have imposed certain Ove promene nametnule su u oblasti logistike
requirements in the logistics field upon each određene zahteve svakom od sistema koji
system which participates in the realization of učestvuju u realizaciji robnih tokova. Ti
flow of trade. These requirements are stated by zahtevi se iskazuju skupom vrednosti
sets of values of corresponding indicators – odgovarajućih pokazatelja – zahtevanih
requested logistic performances. Logistic logističkih performansi. Logističke
performances are various parameters, measurers, performanse su različiti parametri, izmeritelji,
coefficients and indicators in logistics. In a wider koeficijenti i pokazatelji u logistici. U širem
sense of meaning, logistic performances may be smislu, logističke performanse se mogu
seen as a subset of all characteristics (business posmatrati kao podskup svih karakteristika
and organizational performances) of the (poslovnih ili organizacionih performansi) rada
company’s operations. Logistic performances are kompanije. Logističke performase su rezultat
the result of business strategy, organization of strategije poslovanja, organizacije rada, i
work and applied level of technique, technology primenjenog nivoa tehnike, tehnologije i
and information systems in a company. informatike u kompaniji.
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The division of these logistic performances into Podela ovih logističkih performansi na interne i
internal and external is only a conditional one, eksterne je uslovna, jer su logistički podsistemi
since the logistic subsystems are the links of one karike jednog istog logističkog lanca. Navedene
single logistic chain. The said performances may performanse se mogu posmatrati sa aspekta
be looked upon from the aspect of one subsystem jednog podsistema ili sa aspekta sistema kao
or from the aspect of the system as a whole, so celine, tako da u odnosu na nivo posmatranja, ista
that in relation to the level of observation, the performansa u jednom slučaju može biti interna,
same performance in one instance may be a u drugom eksterna veličina.
internal and in other an external value.
Analiza logističkih performansi, njihovo
An analysis of logistic performances, their struktuiranje, merenje i ocena efekata promenom
structuring, measurement and appraisal of effects njihovih vrednosti može bit izuzetno kompleksan
by change of their values can be an extremely posao, zavisno od strukture i hijerarhijskog nivoa
complex job, depending on the structure and kompanije.
hierarchical level of the company.
Pri tome, kod analize logističkih performansi
With this said, there are two problems in postoje dva problema. Jedan problem je kako
analyzing the logistic performances. One definisati organizaciju rada u kompaniji, da bi se
problem is how changes in individual company dostigle željene vrednosti performansi. Drugi
units bring about a change in logistic problem je kako promene u pojedinim delovima
performances. Both problems point to the need of kompanije utiču na promenu vrednosti logističkih
deeper analysis of interdependence of logistic performansi. Oba problema ukazuju na potrebu
performances and organization of work in the dublje analize međuzavisnosti logističkih
company (technical, technological, information performansi i organizacije rada kompanije
system etc.) Due to this reason, in the remaining (tehničke, tehnološke, informacione i dr.). Iz tog
part of this paper a short summary will be given razloga, u nastavku rada će biti dat kraći prikaz
of the said basic logistic performances. navedenih osnovnih logističkih performansi.
Logistic costs include costs of all activities that Logistički troškovi obuhvataju troškove svih
are realized for the purpose of forming, aktivnosti koje se realizuju u cilju oblikovanja,
designing, directing, controlling and regulating projektovanja, usmeravanja, vođenja i regulisanja
the flow of trade, energy and information and protoka roba, energije i informacija i
represent an economic measure of a successful predstavljaju ekonomsku meru uspešnosti
functioning of logistic systems. funkcionisanja logističkih sistema.
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As it has already been said, determining the Kao što je već rečeno, utvrđivanje logističkih
logistic costs depends on a large number of troškova zavisi od velikog broja faktora i
factors and is a very complex and extensive task. predstavlja veoma obiman i kompleksan zadatak.
In order to calculate and follow up the logistic Da bi se logistički troškovi mogli proračunavati i
costs it is necessary to make their breakdown, i.e. pratiti potrebno je izvršiti njhovo raščlanjavanje,
to determine the phases and elements of the odnosno, utvrđivanje faza i elemenata procesa
process that generate these costs. It is a tall order, koji generišu te troškove. To je veoma teško
since logistics is a service function, present in uraditi, jer je logistika uslužna funkcija, koja je
most of the subsystems. prisutna u većini podsistema.
The structure of costs, applied level of detail Struktura troškova, primenjeni nivo detaljnosti i
quantity and calculation method depend on the metod proračuna zavise od postavljenog cilja,
set goal, technology applied and relevant primenjene tehnologije i relevantnih
characteristics of the logistic process that is being karakteristika logističkog procesa koji se
considered. razmatra.
Service Degree is the level of quality of services Servis stepen je nivo kvaliteta usluge
provided to the customers, degree of the korisnika, mera korisnikovog zadovoljenja
customer’s satisfaction with the provided service. pruženom uslugom. Servis stepen se teško
Service degree can hardly be quantified, since it može kvantitativno izraziti, jer predstavlja
represents a customer’s opinion and his osećaj, preferenciju korisnika o dobijenoj
preference for provided services. Each customer usluzi. Svaki korisnik ima svoj subjektivni
has his own subjective value system and in sistem vrednosti i u skladu sa tim zaključuje
conformity with it, it can be concluded that some da je neka usluga ″loša″, ″dobra″ ili
service is “poor”, “good” or “excellent”. On the
″odlična″. Na osnovu suda o servis stepenu,
basis of the opinion formed on the service degree,
a customer will form his judgment of a business korisnik formira mišljenje o kompaniji kao
company as a whole and as a rule, without celini, po pravilu ne ulazeći u unutrašnju
delving into internal organization and organizaciju i podsisteme.
subsystems.
Servis stepen predstavlja veoma kompleksu
Service degree represents a very complex performansu logističkih sistema. Definisanje
performance of logistic systems. Defining a strukture servis stepena najčešće se bazira na
structure of service degree is most often based on anketiranju korisnika i statističkom
polling the customers and statistical determining utvrđivanju značajnih faktora. Kao najčešći
of important factors. The most frequent izmeritelji servis stepena navode se: vreme
measurers of service degree are: time cycle of realizacije ciklusa kupčeve porudžbine i
executing the customer’s order, reliability and pouzdanost i tačnost isporuke. Određivanje
punctuality of delivery. Determining the service izmeritelja servis stepena može se raditi za
degree measurers can be done for each logistic svaki logistički podsistem ili na nivou
subsystem or at the company level as a whole. kompanije kao celine.
Maintaining an adequate level of service degree Obezbeđenje odgovarajućeg nivoa servis
is directly connected with an increase in logistic stepena direktno je povezano sa porastom
costs and both performances are in mutual
logističkih troškova, a obe performanse su
conflict since they impact the company’s profit in
međusobno konfliktne jer na različite načine
different ways.
utiču na profit kompanije.
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If two companies are taken into consideration, Ako se posmatraju dve kompanije, koje imaju
that have an approximately equalized level of približno ujednačen nivo tehničke i tehnološke
technological and technical equipment, they opremeljenosti, one mogu imati značajno
could have significantly different market različitu poziciju na tržištu. Razlike u njihovoj
position. Differences in their market position can poziciji na tržištu mogu biti posledica različitih
be a consequence of various factors: faktora:
- poor organization of work in the company − loša organizacija rada u kompaniji i njenim
and its subsystems, podistemima,
- inadequate application of technique and − neadekvatna primena tehnike i tehnologije,
technology, − nedovoljna iskorišćenost proizvodnih,
- inadequate utilization of production, skladišnih, pretovarnih i prevoznih
warehousing, reloading and transportation kapaciteta i
facilities, − loša organizaciona povezanost između
- poor organizational interconnection podsistema i dr.
between subsystems etc.
Primena bilo kakvih novih rešenja u
Application of any new solutions in a company, kompaniji, bez posmatranja okruženja i
without taking into consideration the tržišta, može da dovede do trenutnih
environment and market, can only produce minimalnih poboljšanja, što svakako nije
temporary minor improvements, which certainly strateški cilj. Kada kompanija želi da
is not the strategic goal. When a business poboljša svoje poslovanje na strateškom
company wants to improve its operations at a nivou, pravo pitanje je: Kako to rade oni koji
strategic level, the right question is: how are the su bolji? Pri tome se naglašava da u
better companies performing? On the same današnjim uslovima konkurentnost na tržištu
occasion, it is stressed that in present-day u sve većoj meri zavisi od logistike, odnosno
conditions the market competition depends to a rešenja koja se primenjuju u toj oblasti za
considerable extent on logistics, i.e. solutions konkretnu kompaniju.
applied in this field for the actual company.
Primena benčmarking istraživanja, zbog
Application of benchmarking research, due to kompleksnosti logističkih sistema i procesa u
complexity of logistic systems and processes okviru njih, ima veliku primenu u logistici.
within them, has a wide application in logistics.
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In this way, it is possible to solve various logistic Na ovaj način moguće je rešavati različite
problems and to pass adequate decisions related logističke probleme odnosno donositi
to: optimal location of logistic centers and/or odgovarajuće odluke vezane za: optimalnu
warehouses, automatization of logistic processes, lokaciju logističkih centara i/ili skladišta,
time period for execution of order, improvement automatizaciju logističkih procesa, vreme
of basic business functions, improvement in realizacije porudžbine, unapređenja osnovnih
quality of customer services etc. This is poslovnih funkcija, poboljšanje kvaliteta opsluge
corroborated by a large number of practical korisnika i dr. Ovo potvrđuje niz primera iz
examples. prakse.
The Gillette Company has improved business Kompanija Gillete je unapredila poslovanje
operations of its manufacturing and distributive svojih proizvodnih i distributivnih centara u
centers in South America, when it has applied Južnoj Americi, kada je primenila interno
internal benchmarking research. Twelve (12) benčmarking istraživanje. Za poređenje
logistical performances have been used for poslovanja ovih centara korišćeno je 12
comparison of business performance of these logističkih performansi, od kojih su neke:
centers, some of them being: punctuality in tačnost otpreme, tačnost zaliha, obrt zaliha,
delivery, accuracy of inventory, turnover of intenzitet popunjavanja, produktivnost,
inventory (stocks), intensity of replenishment, gustina popunjenosti skladišta, vreme
productivity, density of replenishment of ciklusa naručivanja i procenat tačnosti
warehouse, time cycle of placing orders, realizacije naručivanja.
percentage of punctuality in realizing purchase
orders.
Xerox je primenio eksterno benčmarking
Xerox has applied external benchmarking istraživanje za preprojektovanje svoje
research for preliminary projecting of its distributivne mreže. Za benčmark je
distribution network. L.L. Bean has been chosen izabran L.L.Bean. Poređenje je urađeno po
as benchmark. The comparison has been made sledećim performansama: godišnji obim
according to the following performances: annual otpreme robe iz objekta i utrošeni radni sati
volume of delivery of merchandise from the u objektu. Efekat istraživanja je da je
facility and working hours spent in the facility. Xerox-ov distributivni centar u Čikagu bio
The research effect is that the Xerox distributive dobitnik godišnje nagrade za produktivnost.
center in Chicago was the winner of the annual
productivity award.
Korišćenje dobre prakse i transfer znanja i
The use of good practice and transfer of Know iskustva u benčmarking istraživanju u
How in benchmarking research in the field of oblasti logistike, omogućavaju stvaranje
logistics are making possible the creation of new novih organizacionih koncepcija, koje
organizational concepts that are becoming postaju modeli za sledeće primene. Frazelle
models for the following applications. Frazelle navodi kako su nastali neki od postojećih
quotes how some of the existing conceptual modela koncepcija prisutnih u logistici.
models present in logistics have originated. ECR ECR (Eficient Customer Response) u
(Efficient Customer Response) in retail sale has maloprodaji je nastao od CFR (Continuous
originated from CFR (Continuous Flow Flow Replenishment) iz domena
Replenishment) from the domain of electronics elektronske industrije, CFR je nastao od
industry. CFR has originated from QR (Quick QR (Quick Response) iz tekstilne
Response) from textile industry, while the QR industrije, a QR je nastao od JIT (Just-In-
originated from JIT (Just-In-Time) from the Time) iz japanske automobilske industrije.
Japanese car-manufacturing industry.
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Besides the above given examples, some of the Osim opisanih primera, neke od mogućnosti
possibilities for application of benchmarking primene benčmarking istraživanja u logističkim
research in logistic systems could be: sistemima mogu biti:
Productivity
5
Safety Storage density
3
5 7
3
2
0
3 4
Tim e cycle 6 Accuracy
of order 5 of inventory
3
Benchm ark -
4 6 best of the class
5
DST Accuracy Benchm ark object
in delivery
5 CONCLUSION 5 ZAKLJUČAK
Nowadays, logistics with its instruments makes Logistika, koja svojim instrumentima danas
possible competitiveness on the market and due omogućava konkurentnost na tržištu, zbog svoje
to its complexity and potential rationalization is a složenosti i potencijalnih racionalizacija, je
permanent area for research work. A company, in permanentno mesto istraživanja. Kompanija, da
order to be able to understand its status in that bi bila u mogućnosti da spozna svoj status u tom
field usually strives to be compared with its domenu obično teži poređenju sa
business competition. However, due to konkurencijom. Međutim, zbog kompleksnosti
complexity of logistics, it is not a simple task. logistike, to nije jednostavan zadatak. Jedan od
Benchmarking is one of the approaches to its pristupa njegovom rešavanju je benchmarking.
solving. By its methodology it makes it possible Svojom metodologijom on na efikasan način
in an efficient way to compare own performances omogućava poređenje sopstvenih performansi sa
with leaders in respective fields and the liderima u odgovarajućoj oblasti i formiranje
formation of a basis to bring strategic decisions. osnove za donošenje strateških odluka. Te
These decisions make it possible to overcome the odluke omogućavaju prevazilaženje, na ovaj
differences as determined in this manner, način utvrđenih razlika, dostizanje nivoa
attainment of the performance levels of market performansi lidera i preuzimanje liderske
leaders and the taking over of the leader’s pozicije.
position.
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REFERENCES / LITERATURA
[1] Camp R., “Benchmarking: The Search for Industry Best Practices That Lead to Superior
Performance”, ASQC Quality Press, Milwaukee, 1989.
[2] Camp R.,”Business Benchmarking” ASQC Quality Press, Milwaukee, 1995.
[3] Frazelle E., World-Class Warehousing and Material Handling, McGraw-Hill, N.Y., 2001.
[4] Gillen D., ″Benchmarking and Performance Measurement: The Role in Quality Management″,
Handbook of Logistics and Supply-chain Management, New York, pp. 324-350, 2001.
[5] Kotler, P., Marketing Management–Analisys, Planning, Implementation and Control,
New York, 1997.
[6] Miller, J., “Benchmarking Global Manufacturing”, Homewood, 1997.
[7] Novack R., ″Quality and Control in Logistics: A Process Model″, International Journal of Physical
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[8] O`Reagain S., Keegan R., ″Benchmarking Explained″, Benchmarking in Europe – Working together to
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[9] Vidović, M., «Possibilities For Improvement in Performance of Logistics Systems By Optimization of
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Engineering, Belgrade, 1997.
[10] http://www.benchmarkingnetwork.com
[11] http://www.benchmarking.gov.uk
[12] http://www.benchdb.com
[13] http://www.benchmarkingnetwork.com
[14] http://www.benchmarking-in-europe.com
[15] http://www.efqm.org
[16] http://www.apqc.org
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