Supply Chain Management Journal Knowledge as an Optimization Factor of Company Logistics Management Tomasz LIS Czestochowa University of Technology Abstract Optimization of the all the activities in the enterprise requires people, who are involved in them, to have the appropriate skills and knowledge. Due to the fact that the efficiency of the unit is closely dependent on the performance of other employees, it is imperative that they too have the right skills and knowledge. It must therefore be concluded, that the efficiency of the company is dependent on the skills and knowledge of all its employees, regardless of their position in the organizational structure and operations. Only in this way, it is possible to achieve the desired objectives. This pattern is also relevant to the areas of management, which is associated with logistics, or logistics management. The article presents the role it plays in the management of logistics knowledge, which is the determinant of its optimality and efficiency. Decides on taking concrete actions, and also allows them to perform as intended. Key words: knowledge, logistics management, employee, management optimization Introduction Knowledge is present in the logistics not only as an object of management. There are also a key causative factor and conditioning the regularity and effectiveness of operations. It is hard to imagine, that any action the company was not based on knowledge and was not carried out with the active involvement of knowledge (Parker, 2002). Any enterprise, and in fact all its employees, regardless of their position and responsibilities, must know what and how to do. It is closely related to the processes of learning and cognition, resulting from the application, as well as to manifest previously hidden facts, relationships and rules. The key is to achieve the intended goal. It is not only with the goal of the unit (within the meaning of the employee), but the overall goal of the company. Therefore, know what and how, although it is ascribed to the position, it refers to the networking business and functional, which is reflected in the condition of the company. This assumes an appropriate, aimed at sharing and use of knowledge, organizational culture (Powichrowska, 2011). It is necessary to integrate employees, understanding their function, individual and in groups, to make mature and

quick decisions. In this regard, it is necessary to ensure optimal communications infrastructure, as well as continued efforts to improve the qualifications, exploitation and diffusion of knowledge (Forlicz, 2008). Knowledge, quite rarely, is directly present through the definitions of the concepts of management, including logistics management, it always is their party by default. It should be borne in mind, that in addition to the knowledge, there are a number of other factors determining the efficiency of the organization. These include: skills, experience, abilities, ambitions, core values, styles of action. All these factors, together with knowledge are referred to collectively as competencies. For most of them, a distinct interaction with knowledge exhibits. Following the old question, you can discuss what came first: the knowledge or experience, knowledge or ability, knowledge and ambition, knowledge and core values, knowledge and styles of action, but in any case it is present interdependence. Accordingly, the adoption of the purposes of this publication the key role of knowledge does not seem abuse. The more that - as noted by B. Poskrobko

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conscious use of knowledge, its exploration, acquisition and spread, permits workers to enter into a state of conscious competence (Poskrobko, 2011). We cannot forget that each component of competence factor, plays an important role in the context of market success, measured the effectiveness of the operation of the unit and the system as a whole (Kiełtyka, Sokołowski, Wrzalik, 2010). The aim of the article was to draw an attention to knowledge as a key factor in optimizing the logistics management company. The aim was also the manifestation of their role knowledge management in the various functional areas of business, drawing attention to the role of knowledge in the context of integration and synchronization undertaken in these activities, as well as paying attention to the impact the effective use of knowledge on the ability to acquire new knowledge, as individual as and organization. Logistics and knowledge

Knowledge plays a key role in the management, including with respect to logistics operations. As with the definition of the management of the case: logistics, logistics management, customer service and supply chain, knowledge is not included in. In the definition of logistics by the Council of Logistics Management, describes it as: "the process of planning, implementing and monitoring the efficiency of material flow and the accompanying information flow from the acquisition of raw materials to the finished product consumption taking into account the expectations of the audience" (Council of Logistic Management, 2014). Taking into account the knowledge in logistics, it can be defined as: based on knowledge and feasible with the knowledge process of planning, implementing and monitoring the efficiency of flow of the material and the accompanying flow of information, as well as information flow and knowledge needed for the proper functioning of the company, from which is derived from knowledge acquisition of raw materials the consumption of the

finished product, taking into account the knowledge of the expectations of consumers, which is also a source of knowledge needed in a knowledgebased and practicable by knowing the planning process ... (the first part of the same definition). The knowledge obtained at the output is also the input element of the following process (Falszewska, et al., 2013). The logistics management is made up "strategy formulation, planning, execution and control (taking place in an efficient and minimizes global costs) process flow and storage of raw materials, inventory, work in process, finished goods and related information from point of harvest to the point of consumption, so as to better adapt to customer needs and satisfy them” (Forlicz., 2008). The presented definition, after taking into account the knowledge, might look as follows: The logistics management include: knowledge and carried out including the knowledge, actions: strategy formulation, planning, command and control (through the knowledge, held in an efficient and minimizes global costs) flow processes and storage of raw materials, inventory, work in process, finished goods, information and knowledge, selected, thanks to the knowledge, an optimal for the organization point of harvest to the point of consumption, in order to adjust to customer needs and their satisfaction, which is possible because it has knowledge of those needs, and at the same time complement the knowledge of the organization to the needs of its customers. There is a noticeable reproducibility, and also the dependence of effectiveness of current and those that were implemented earlier. Knowledge, which is the result of logistics management, has a direct impact on the optimization and efficiency of that management. The logistics customer service is defined as: "a system solution, providing the customer a satisfactory relationship between time of order and time of receipt of the product" (Gołembska, 2006). Taking into account the knowledge, the above definition would determine the logistics customer service as: created by

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knowledge and knowledge- based system solutions, providing customer satisfactory and competitive according to his possessed knowledge by the market relationships between time of order and time of receipt of the product. The logistics chain is a "network of organizations involved, through linkages with suppliers and customers, in various processes and activities, that create value in products and services supplied to final consumers," (Jelonek, 2013). As a result of the modification, consisting of externalization the role and the importance of knowledge, supply chain can be defined as: a network of organizations created through owned and the possessed by the elements of market knowledge, engaged, through linkages with suppliers and customers (based on knowledge and the exchange of knowledge) in different processes and activities, that create through their knowledge (in the chain) relative to the expectations of the customer, an optimum value in the form provided to them products and services. In this way it has exposed one of the main reasons why companies decide to cooperate, thus creating a logistics chain. The reason for this is the desire to gain access to market knowledge, allowing optimally adapt to market requirements. It is about implementing action, that are to a greater extent than the competition, tailored to the needs and expectations of customers. Having knowledge about the behavior of the market at each "level" chain: production, transport, storage, wholesale and retail trade, behaviors and needs of customers - can quickly adapt to market changes (Karaszewski, 2006). The speed of their appearance and transience causes that market participants who are able to predict these events and actively use can achieve success. Working closely chain participants by increasing the "absorption surface" of knowledge, become more sensitive even to weak signals about the upcoming changes. They can therefore take advantage of emerging occasions, and to avoid risks. They also gain access to the knowledge by which they can function more effectively. What is important - they can do it faster than others (Kiełtyka, 2010). It should be noted, that the close

and effective cooperation in the supply chain is possible thanks to owned and acquired by the participants knowledge and willingness to share it with others as well, thanks to the appreciation by each of the participants in the chain of knowledge possessed by others. Companies know, that certain operators in the market have "interesting" in relation to their expectations knowledge, have access to the new 'interesting' knowledge, have the potential to produce knowledge as part of the resource relational, and at the same give to constantly adjust to market requirements, including for meeting expectations and customer needs - seek to cooperate (Kisielnicki, 2013). These aspirations are the starting point for the creation of the logistics chain. They are also part of it continuing. Know it is effectively and efficiently act the knowledge in logistics management Practically, every action taken in the enterprises has an impact on the efficiency of its operation in the market, and thereby to have competitive position. This regularity means that the success of the company consists of a number of successes units, understood as optimally performed specific actions (Kłak, 2010). It is import ant, that they do not stem from a desire to achieve individual and mutually neutral targets. You can identify overarching goal (it can be assumed that it is the success, competitive advantage, etc.) And his subordinate sub-goals. The main goal is achieved by ta king "small steps" and irregularities in each of them entail generating interference. Each time they have defined and adversely affect the efficiency of other actions. Increase the risk of inability to achieve the main objective. What reduces the risk of interference is to have highly qualified collective (Kot, et al, 2009). Employees at the various levels of management, should have the knowledge, which enables them, through optimal implementation of tasks, to achieve a company’s main goal. The knowledge they must have, can be classified on the basis of one of

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the divisions of knowledge: know what, know why, know how, and know who (logistyka.net, 2014). The employee must know what to do, must be aware of the reasons why the realized activities are important (for him and for the company), has finally know how to perform them in a manner consistent with expectations. The fourth type of knowledge - to know who refers primarily to executives - as part of the company attributing the work. The decision maker needs to know who can do the job as it should be and at a time as you need. It must also be able, if necessary to create the group, consisting of particularly predisposed to task, of members. On the other hand, in companies with a highly flexible and flattened organizational structure, it can be concluded that each employee must be able to choose a person to carry out a task at all times (Parker, 2002). Described knowledge is desirable for logistics management in the enterprise. Employees need to know what, why and how they should do, and who has to do this to such: secure suitable suppliers, to meet the needs and expectations of customers, retain the requisite minimum number of stocks, needed for the proper functioning, optimally fulfill the obligations arising from participate in the logistics chain, etc. The author believes, that in order to specify the necessary knowledge, can personnel, which have a respective competences (including knowledge), able to work together, forming a harmonious rely on a functional division of logistics and recall the definitions for logistics: procurement, production, distribution. It is also necessary to take into account the logistics of customer service as the area of logistics, which is an interpretation, and also the key measure of performance (Perechuda, Chomiak-Orsa, 2013). The level of customer satisfaction with logistics service, gives knowledge of the effect of the company. You can also say that it allows to evaluate the effects of the practical use of knowledge: what, why, how and who. The role of knowledge in supply the statement reflects well: "The task of the supply is to ensure, that the materials

needed to supply operations will be provided when they just needed" (Perechuda, 2010). This formulation contains a reference to the knowledge associated with: the needs of the material and the required terms of supply, market knowledge providers, as well as the opportunities and determinants of cooperation plans of the enterprise scale: short, medium and long term (production, distribution), opportunities and conditions use of personal transportation and thirdparty like. It can be assumed that the level of knowledge and skills of its practical use, depends on the approach of companies to the functioning of the market. With the growth dynamism of increasing demand for knowledge and effectiveness of its use. This pattern is valid for everyone under management logistics functional area of the company. One can be assumed, that the final effect of increasing the level of dynamism of business is to build on the idea of dynamic management. It is defined as: "an integrated process based on the collections of synthetic knowledge about the company and its environment, along with the way their continuous updating and improvement, that allows decision-makers to the ongoing refocusing of the company to the best fulfillment of short-, medium- and longterm expectations of stakeholders" (Platonoff, 2009). As used in the definition of the term stakeholder may, depending on the needs to be replaced terms: department: procurement, production, distribution, management, enterprise, business partners, etc. The versatility of the definition of dynamic management can refer it to the active involvement of knowledge in the management of logistics in each of its subsystems. A special case in the supply management, where the efficiency of the use of knowledge depends not only on the efficiency of the entire company, but on the ability of its existence, is to rely on JIT (Just in Time). There is put a pressure to reduce costs and any unproductive and wasteful, while striving for improvement. The desired results JIT introduction of a system takes time. Is also related to the need to synchronize the two, in fact, difficult-to a combination of factors: the stability of flexibility suppliers and users.

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It is therefore active engagement with relevant knowledge and skills (including teamwork) employees, led and supervised by possessing adequate knowledge management (Poskrobko, 2011). The ability to analyze the system problems to achieve the intended effects. In this regard it should be noted that JIT is a system in which knowledge occurs through the synchronized actions, so that they are carried out with the involvement of the least cost, while exactly on time and with maximum customer satisfaction. The need for strict synchronize optimal quality of the work, requires everyone involved in their implementation extensive knowledge worker. Any disruption in supply will result in immediate appearance of the negative effects of production and distribution. Translate to customer satisfaction, and thus possessed competitive position. It is characteristic that due to the complexity of the process and the number of closely related actions required to knowledge dedicated to the carried out activities, accompanied by the knowledge that allows for close and collision-free cooperation in groups. Another of the items listed in the functional areas of logistics division is the production. In the circle of her focus is the organization of the production process, as well as the accompanying management of warehouse and transport processes (Powichrowska, 2011). Here, too, the complexity and multiplicity of actions makes the optimization and efficiency associated with the optimal use of knowledge workers. The goal of knowledge production logistics should be considered the logistics of that overall objective, which is to "increase the feasibility and reliability of supply at the lowest possible cost logistics and production" (Stępnicka, Bąkowska, 2013). Knowledge plays a dual role. First, it is the causative agent of actions taken, and the second factor to execute them in an optimal way. This pattern is valid for all activities in the enterprise, not only relating to the management of logistics. Logistics distribution is related to the organization and management of the area of operations, aimed at: a change of

the administered for finished products (manufactured in the company) and/or commercial goods in quantity, time and involving the proper way to their physical flow. To carried out the action can be implemented in an optimal way, employees need to know: where, in what quantity, at what time, how and to whom they must deliver the ordered goods. They must be knowledgeable about inventory and warehouse management, and inventory management in the enterprise. Taking into account the actual matching of skills and capabilities of the company to market needs, distribution logistics shaping policy in the areas of logistics, purchasing and production. It acts as an organizer, coordinator, controller and, ultimately, the decision-maker for all processes in the enterprise. The aim is to ensure implementation of the expressed and placed by the customer in the form of a contract needs, in a manner optimal for both parties (Urbanowska-Sojkin, 2013). The used knowledge has a complex nature and is associated with a general knowledge of the company. Lack of knowledge entail the creation of interference both in dealing with customers, as well as logistics management (and not only). It is characteristic, that interference may not be visible at the actual site where they are generated, but in other areas that are closely related to the distribution or depend on it. You should assume that knowledge about the company, its offer, customer approach, etc., which is shaped in the client in the course of direct cooperation, it is a derivative of knowledge for use in distribution. It is also true to say that knowledge of potential clients is also a certain degree of knowledge derivative used in distribution. This is due to the fact, that clients share knowledge on the results and experiences associated with working with suppliers to other potential customers. This knowledge always comes back to the company. It may have the positive connotation ordering by existing and new customers, continue to work together by current and cooperation through new partners, or negative - non- submission of contracts by existing and new customers,

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cessation of continued cooperation by the current and the lack of establishing cooperation through new partners. As you can see, the knowledge used in the distribution has a direct impact on the functioning of companies in scale: short, medium and long term. It affects thus its efficiency and competitive position occupied. Conclusion

Knowledge is the factor that decides to take certain actions in the company. It is also extremely important in the process of its realization. Every action in turn as one of the effects gives new knowledge. It is stated that the results of the enterprise are dependent on knowledge of its employees. You can also say that the results always generate new knowledge for the employees. Knowledge management is, therefore, a virtuous mechanism is a complex process, which consists of all actions taken in the company, including those addressed to his surroundings. The complexity of the structure and forming process using knowledge comes from the fact that workers acquire new knowledge not only as a result of the organization. In fact, each collaboration, cooperation and contact a minimum of two employees giving each of them new knowledge. It can be generally classified into knowledge: what (know-what), why (know-why), and (know-how), who (knowwho). The proper use and effective acquisition of knowledge through the implementation of measures to achieve the benefits also in the field of logistics management. According to the author, in managing the logistics can to a greater extent than elsewhere results of the work units are visible in the effects of the enterprise in the market. Certainly, this relationship is more complex than elsewhere shape. In this regard, the logistics can not be treated merely as a science dealing with the flow of material and the accompanying flow of funds and information. It should be treated as a science, in which knowledge workers plays a key role with respect to the effectiveness of managing inflows of funds, material and financial knowledge, and perhaps above all

in relation to the optimization and efficiency of the enterprise. Referring to the article topic, we can say that the knowledge being a factor in optimizing the logistics business management allows you to not only gain a competitive advantage, but what is very important to maintain this advantage. References Abt, S., (1998), Zarządzanie logistyczne w przedsiębiorstwie, PWE, Warszawa Barcik R., (2005), Logistyka dystrybucji, Wydawnictwo ATH, Bielsko-Biała Biniasz, D., (2012), Obsługa klienta i jej wpływ na efektywność funkcjonowania organizacji, „Zarządzanie i Finanse Journal of Management and Finance”, Gdańsk Bogdanienko, J., (2010), Zmiana jako wyzwanie dla współczesnego menedżera, [w:] Bogdanienko J. (red.), Organizacja i zarządzanie w zarysie, Wydział Zarządzania Uniwersytetu Warszawskiego, Warszawa Ciesielski, M., (2006), (red.), Logistyka w biznesie, PWE, Warszawa Definicja Rady Zarządzania Logistycznego (Council of Logistic Management), dostępna nastronie: http://www.woiz.polsl.pl/eklfeniks/cos.ph p?zagadnienie_link=definicje_logistyki.ph p&zagadnienie=Definicje%20logistyki – dostęp: 22.09.2014 Falszewska, S., Zakrzewska- Bielawska A., (2013), Elastyczność struktury organizacyjnej przedsiębiorstw opartych na wiedzy, Zeszyty Naukowe Wyższej Szkoły Bankowej w Poznaniu, T. 49, nr 4 Forlicz, S., (2008), Informacja w biznesie, PWE, Warszawa Gołembska, E., (2006), Podstawy logistyki, Wydawnictwo Naukowe Wyższej Szkoły Kupieckiej, Łódź Jelonek, D., (2013), Przestrzeń internetowa w otoczeniu organizacji. Implikacje dla zarządzania strategicznego, [w:] Krupski R. (red.), Zarządzanie strategiczne Quo vadis?, Prace Naukowe Wałbrzyskiej Wyższej Szkoły Zarządzania i Przedsiębiorczości T. 22, Wałbrzych Karaszewski, R., (2006), Nowoczesne koncepcje zarządzania jakością,

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Towarzystwo Naukowe Organizacji i Kierownictwa, Toruń Kiełtyka, L., Sokołowski A., Wrzalik A., (2010), Modelowanie rocesów decyzyjnych menedżera wiedzy, [w:] Kiełtyka L. (red.), Analiza i modelowanie procesów decyzyjnych menedżera z wykorzystaniem systemów rozmytych, Towarzystwo Naukowe Organizacji i Kierownictwa, Stowarzyszenie Wyższej Użyteczności „Dom Organizatora”, Toruń Kisielnicki, J., (2013), Zarządzanie informacją we współczesnej organizacji, [w:] Bogdanienko J., Piotrowski W. (red.), Zarządzanie, tradycja i nowoczesność, PWE, Warszawa Kłak, M., (2010), Zarządzanie wiedzą we współczesnym przedsiębiorstwie, Wydawnictwo Wyższej Szkoły Ekonomii i Prawa im. prof. Edwarda Lipińskiego w Kielcach, Kielce. Kot. S., Starostka-Patyk, M., Krzywda, D. (red.), (2009), Zarządzanie łańcuchami dostaw, Wydawnictwo Wydziału Zarządzania Politechniki Częstochowskiej, Częstochowa Nowe zadania logistyki produkcji, artykuł dostępny na stronie: http://www.logistyka.net.pl/bankwiedzy/logistyka/item/83109 nowezadania-logistyki-produkcji dostęp: 24.09.2014 Parker, M., (2002), Against Management, Polity Press, Cambridge Perechuda, K., Chomiak-Orsa I., (2013), Znaczenie kapitału relacyjnego we współczesnych koncepcjach zarządzania, „Zarządzanie i Finanse, Journal of Management and Finance”, nr 4 Perechuda, K., (2010), Strategia a orkiestracja sieci, [w:] Krupski R., (red.), Zarządzanie strategiczne, strategie organizacji, Prace Naukowe Wałbrzyskiej Wyższej Szkoły Zarządzania i Przedsiębiorczości, Wałbrzych Platonoff, A. L., (2009), Zarządzanie dynamiczne, nowe podejście do zarządzania przedsiębiorstwem, Difin, Warszawa Poskrobko, B., (2011), Wiedz i gospodarka oparta na wiedzy, [w:] Poskrobko B. (red.), Gospodarka oparta na wiedzy, materiały do studiowania, Wyższa Szkoła Ekonomiczna, Białystok. Powichrowska B., (2011), Model

gospodarowania wiedzą w małych i średnich przedsiębiorstwach, [w:] Powichrowska B. (red.), Organizacja oparta na wiedzy. Materiały do studiowania, Wyższa Szkoła Ekonomiczna, Białystok Stępnicka, N., Bąkowska P., (2013), Zarządzanie logistyczne i gospodarka magazynowa w przedsiębiorstwach – wybrane aspekty teoretyczne, Studia i Materiały „Miscellanea Oeconomicae”, nr. 2 Urbanowska-Sojkin, E., (2013), Społeczny wymiar ryzyk związki między kapitałem społecznym przedsiębiorstwa i jego sprawnością strategiczną, Organizacja i Zarządzanie, Zeszyty Naukowe Politechniki Łódzkiej, nr 52 Waściński, T., (2012), Zintegrowane systemy zarządzania w procesach logistycznych, Zeszyty Naukowe Uniwersytetu PrzyrodniczoHumanistycznego w Siedlcach nr 95, seria Administracja i Zarządzanie, Siedlce

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