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Logistics management model in Public works


Logistics management model in Public works


In the conceptualization of the logistics management model in public networks, the starting point is their natural convergence, including the high level of complexity of both systems, the need for advanced instruments to coordinate the integration of these activities with other functional areas. Depending on the identified flows between the actors of such a network, the significance of logistic in the public networks at the most general level, three groups of actors can be identified: public institutions, non-governmental organisations, and private enterprises. Information and financial flows can be identified between these. Bilateral material flows occur between private enterprises and public institutions and non-governmental organisations. However, between public institutions and non-governmental organisations, these flows are unilateral. Material flows are generated by private enterprises by powering other networks. An example of material flows is the provision of non-governmental organisations and public institutions, but also, for example, the implementation of flows to food banks. In these flows, the recipient is the food banks, while the supplier of products is manufacturers or retailers and the flow itself is carried out by logistics service providers In the concept of logistics management research, it is necessary to consider logistic management goals. Assuming that the logistic management goals are set by the 7R concept: the right product should be delivered to the customer in the right place and time in the required quantity and quality at the right cost, the goals between those network actors who are connected with material flows should be examined, according to the network paradigm taking into account the common impact of other actors of this network on the relationships between any two actors.

The goals of logistics management in the network under study will depend on the identified characteristics of material flows as well as the determinants of these flows (including in particular legal regulations). These goals will not be synonymous with the goals of logistics management in enterprise networks. Therefore, the following steps are assumed in the research procedure of public institution sub-networks:
1) identification and characterization of material and information flow between the participants in the public institution networks;

2) analysis of the impact of other public network participants on identified material flows;

3) identification of barriers and limitations in material flows in the networks under study;

4) clarification of the goals of logistics management in public networks;

5) establishing organisational rules of flows in public networks;

6) selection of mechanisms for coordination of material flows in public networks. 

By proposing this procedure, it was assumed that solutions developed for logistics management in a network of enterprises (including coordination mechanisms) would not always be adequate to logistics management in public networks. The implementation of tasks and related flows in the public sector is primarily the result of applicable legal regulations, and their main goal is to provide high-quality public services, not profit and profitability. For this reason, the use of logistics management in public networks requires adaptation to the logic of functioning of public organisations and each time to identified internal and external conditions.