Proposal of Transmission Transport Point Infrastructure Division into Mono-, Bi- and Poly-Branch Elements

Authors:

Aleksander PABIAN

email: aleksander.pabian@hotmail.com

Marta STAROSTKA-PATYK

email: marta.s.patyk@gmail.com

Czestochowa University of Technology, Faculty of Management

Poland

Abstract

First part of the article is devoted to the presentation of the idea. Point components of the logistic infrastructure of external transport branches can be divided into so- called: mono-, bi- and polibranch elements. Later the author emphasizes that there are no obstacles to divide the components of point infrastructure of transmission transport in accordance with this concept.

Keywords

transmission transport, infrastructure

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Category Management for Consumer and Shopper Journey. Case Study: Dairy Category Management

Authors:

Virgil POPA

email: virgilp51@yahoo.com

Dorina TANASESCU

email: dtanasescu2212@yahoo.fr

Valahia University of Targoviste

Romania

Abstract

In this article we – continue the paper “Category Management” for Consumer and Shopper Journey, from SCM – continue to Journal, Volume 3, Number 2, 2012 – intend to present, first, a few theoretical elements very useful for the decisions that the organization must take, production or retail related, either both, regarding the collaboration principles when applying Category Management an tactics concerning: assortment, pricing, promotion & shelf presentation for achieving customer’s satisfaction. Rather, category management is comprised of two separate but complementary components — the distributor component and the supplier component — and neither of these components is sufficient to successfully deploy category management. The outcome of “win/win/win” results is critical for the establishment of collaborative relationships. Trading partners should enter into category management recognizing that change is very likely and that change is often a key ingredient of business success. The development of an efficient product assortment tactic (one that balances the assortment needs of consumers with the business objectives of the retailer and suppliers) is one of the most important issues in Category Management. Tactics in pricing area determine the prices the retailer offers to consumers for the products carried in the category. Tactics in promotion area determine the retailer promotions to be offered to the consumer in the category. Tactics in shelf presentation area determine how the category will be presented to consumers at the point of sale. Secondly, we present a further style in proposal of categories, which is much extended to the one from the first part (categories proposed by AcNielson) and present the moments – respectively the basis – of this proposal. The proposal sub-categories, segments and sub-segments is made based on the study of all dairy products (SKU) in 8 supermarkets (out of 10) from Targoviste. Like in the first part, for a better understanding we present the system of dairy products category through WBS tool, which shows us a much relevant prioritization/hierarchy.

Keywords

collaborative trading partner relationships, category management, assortment tactics, pricing tactics, promotion tactics, shelf presentation tactics

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Supply Chain Risks Management (SCRM). Case study: Steel Industry – OTELINOX

Authors:

Daria VISSARION

Virgil POPA

email: virgilp51@yahoo.com

“Valahia” University of Targoviste

Romania

Abstract

Supply Chain Management includes planning and management of all activities involved in sourcing and procurement, conversion, and of all logistics management activities. The extent that there is significant uncertainty about potential outcomes and / or disappointing of decisions to be taken. A fundamental precondition for improving the resilience of supply chain is understanding the network that connects business with its suppliers and suppliers with customers from upstream. Business continuity management (BCM) can be defined, according to Morris, as: “A holistic management process that identifies potential threats to an organization and the impacts to business operations that those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities.” OTELINOX was established on June 01 1974, following an international auction won by Japanese companies NISSHIN STEEL CO Ltd. For manufacturing of cold rolled stainless steel strips and sheets and DAIDO STEEL Co for manufacturing of hot rolled small profiles and wire rod. The company has developed a risk management system which is still not based on ISO 31000, but it is a good start in terms of internal good practices, taking into consideration all the risk sources, for example an action plan, reaction plan and the analysis of the Failure Mode and Effects Analysis.

Keywords

Supply Chain Management, Supply Chain Risk Management (SCRM), risk management, vulnerability, response to risk, Supply Chain Security Management (SCSM), security management systems, ISO 28000, Business Continuity Management (BCM)

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Logistic Processes for Inland Waterway Transport of Explosives

Authors:

Luigi-Gabriel OBREJA

Facultatea de Transporturi, Universitatea Politehnica București

Romania

Ionuț CIOBANU

RFID Solutions București

Romania

Maria Claudia SURUGIU

email: claudia.surugiu@upb.ro

Facultatea de Transporturi, Universitatea Politehnica București

Romania

 

Abstract

The paper will describe the main functional requirements which emerge from the implementation of the explosives identification directives into the river information services system, based on the e-Freight framework and the European regulations regarding the inland transport of dangerous goods. As reaction onto various terror attacks in Europe, the EU decided a range of counter-terrorism actions, which the identification directives are part of. The main goal of the explosives identification directives is to provide a set of information services which allows the identification and traceability of all explosives from the manufacturer premises up to the end user place. The explosive traceability functionality is based on the River Information Services (RIS), which is the most important technological modernisation of inland navigation on Romanian sector of Danube. The RIS system provides information and management services for inland navigation in order to raise transport safety and help improve the cost- effectiveness, reliability and predictability of transport. The data exchange related to the explosive traceability requirement is in compliance with the results of the European e-Freight project, which developed a standard framework for freight information exchange covering all transport modes and all stakeholders was delivered. In this framework, the relationship between the Transportation Network Manager (TNM) and the Logistics Service Provider (LSP) exhibits a set of functional requirements regarding the provision of Transport Progress Status (TPS) information exchange service.

Keywords

e-Freight framework, River Information Services (RIS), Transportation Network Manager (TNM), Logistics Service Provider (LSP), Transport Progress Status (TPS)

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Quality in Service Industry and Customer Experience Management (CEM).Case study: Restaurant Industry

Authors:

Andreea TĂNASCĂ

Theodor PURCĂREA

Virgil POPA

email: virgilp51@yahoo.com

“Valahia” University of Targoviste

Romania

Abstract

Quality is the set of characteristics of a product that meets customer needs and therefore makes the product to be satisfactory. Service quality is a measure of how well the service level delivered matches customer expectations. Delivering quality service means compliance with customer expectations on a consistent basis. Customer satisfaction is when the customer is satisfied with a product / service that meet customer needs, desires and expectations. Consuming a service means a consumption of an experience, a process that extends over time. Thus, the consumer trip illustrates how the customer perceives and lives services interface along the time axis. Service providers such as tourism, hospitality and leisure services set standards. Standards, however, are “the change reference as customer expectations grow and the organization respond to such changes”. Customer experience comes from a set of interactions between a customer and a product, a corporation. Customer experience includes three dimensions, namely sensory experience, emotional experience and social experience. Sensory experience refers to aesthetic and sensory perceptions about shopping environment, atmosphere, products and services. Emotional experience includes state and generating emotions during the shopping trip. Social experience emphasizes relationships with others and with society. Customer satisfaction measurements essentially focus on understanding and managing customer expectations on what companies are already in place to determine what customers really want in reality. In the new experience economy, companies must realize that are producing memories, not goods setting the stage for generating higher economic value, not for delivering services.

Keywords

service quality, satisfaction, expectations of customers, customer satisfaction, service performance, Customer Experience Management (CEM)

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