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Conclusions. Most of the presented research on inter-functional relationships appears to have both marketing and R&D as their focal areas of interest. With the exception of the second model [12] and the eighth model [14], limited focus is given to purchasing as such. Relying solely on the other party's perceptions may not offer an accurate description of the interconnections under study. Most of the studies described offer a detailed description of the constructs used, and of the measures used to evaluate them. This allows correctly replication of the results in another environment. The research constructs used in the studies are mainly focused on information exchange and collabora- tion/co-operation. These two elements cover all forms of communication and meetings, as well as joint target setting and achieving goals collectively. In some studies elements as team morale and reputation are also recognized. One part of the studies suggests that the firm's evaluation criteria and reward structures have a strong direct role in determining the degree of cross-functional cooperation. Some of the studies consider elements outside of the crossfunctional team by incorporating supplier-related issues into the research constructs and inter-functional relationships between purchasing and marketing do not exist in isolation.

References

1. Димова Д., Картунов С. Логистика. – Габрово: УИ «В. Априлов» –

2008.

2.Dowlatshahi S. Purchasing’s Role in a Concurrent Engineering Environment // International Journal of Purchasing and Materials Management. – 2002. – Vol. 38.

3.Ellinger A.E., Daugherty P.J., Keller S.B. The Relationship Between Marketing // Logistics Interdepartmental Integration and Performance in U.S. Manufacturing Firms: An Empirical Study, Journal of Business Logistics. – 2000. – Vol. 21.

4.Johnston W.J., Bonoma T.V. The Buying Center: Structure and Interaction Patterns // Journal of Marketing. – 2001. – Vol. 65.

5.Johnston W.J., Bonoma T.V. Purchase Process for Capital Equipment and Services // Industrial Marketing Management. – 2001. – Vol. 30.

6.Kahn K.B. Interdepartmental Integration: A Definition and Implications for Product Development Performance // Journal of Product Innovation Management. – 2006. – Vol. 23.

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7.Morgan N.A., Piercy N.F. Interactions between Marketing and Quality at the SBU Level: Influences and Outcomes // Journal of the Academy of Marketing Science. – 1998. – Vol. 26.

8.O’Neal C. Concurrent Engineering with Early Supplier Involvement // Journal of Purchasing and Materials Management. – 2003. – Vol. 39.

9.Ruekert R.W., Walker O.C. Marketing’s Interaction with Other Functional Units: A Conceptual Framework and Empirical Evidence // Journal of Marketing. – 2007. – Vol. 71.

10.Song X.M., Montoya M.M., Schmidt J.B. Antecedent and Consequences of Cross-Functional Co-operation: A Comparison of R&D, Manufacturing, and Marketing Perspectives // Journal of Product Innovation Management. – 2007. – Vol. 24.

11.Spekman R.E., Gronhaug K. Conceptual and Methodological Issues in Buying Centre Research // European Journal of Marketing. – 2006. – Vol. 30.

12.St. John C.H., Young S.T. The Strategic Consistency Between Purchasing and Production // International Journal of Purchasing and Materials Management. – 2001. – Vol. 37.

13.Tenchev D. Quality Management, Radini Consult. – 1999. – P. 103.

14.Trent R.J., Monczka R.M. Effective Cross-Functional Sourcing Teams: Critical Success Factors // International Journal of Purchasing and Materials Management. – 2004. – Vol. 40.

15.Webster F.E. Jr., Wind Y. A General Model for Understanding Organizational Buying Behavior // Journal of Marketing. – 1992. – Vol. 56.

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A. Mustafova

University «Prof. Dr. Asen Zlatarov»

Burgas, Republic of Bulgaria

CONCEPT OF DATABASE OF SYSTEM

FOR SUPPLY LOGISTICS QUALITY CONTROLLING

One of the factors that affect the competitive position of the company is the logistics service. Achieving objectives of logistics services depends crucially on effective management of logistics quality. Logistics quality reflects the suitability of logistics processes to ensure logistics service, that customers desire. One approach to achieve the objectives of logistics service is using toolkit to assist logistics managers in decision making in supply logistics and effective management of logistics quality. To fulfill its functions, that toolkit must use quality management methods that allow preventive detection of potential problems in supply logistics, and methods of controlling. In this regard, the toolkit should include several main subsystems: the model of supply logistics processes; the goals system and performance measures system of supply logistics; the fault tree of supply logistics; the early warning system of supply logistics; the static model of causal relationships; the dynamic model of causal relationships; the model for prioritizing of faults causes. The main objective of the paper is to present the concept of a database of the system for controlling the quality of supply logistics. Data models have been used for modeling of static aspects of the data and the relationships between them. In this regard, the data model has been developed using an entity-relationship-model. In the database types of “entity” and types of “relationships” in three clusters of data are separated. In cluster “Primary data” the conditions and characteristics of the enterprise supply logistics have been described. In cluster “Static model of relationships” different levels of data binding from cluster “primary data” and from identified the causes of faults have been build. In cluster “Dynamic model of relationships” the manner of determining the specific fault rates is being presented. The links between entities are described by relations. Relation occurred immediately after creating a logical link between two entities with the appropriate key field. Data record for each entity is uniquely identified by a primary key. Primary key may consist of one or more attributes. The relations with other entities are created by key fields.

Keywords: supply logistics, early warning system, logistics quality

Introduction. One of the factors that affect the competitive position of the company is the logistics service. Achieving objectives of logistics services depends crucially on effective management of logistics quality. Logistics quality reflects the suitability of logistics processes to ensure logistics service, that

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customers desire. A logistics service is met only when the customer receives the right products in right quantities at the right place at the right time of the right quality of the right cost.

One approach to achieve the objectives of logistics service is using instruments that assist logistics managers in decision making in supply logistics and effective management of logistics quality. To fulfill its functions, those instruments must use quality management methods that allow preventive detection of potential problems in supply logistics [6], and methods of controlling [4]. In this regard, the instruments should include the following main subsystems:

–a model of supply logistics processes. It should ensure unified and structured modeling of logistics activities and tasks regardless the enterprise organization structure [7];

–a goals system and performance measures system of supply logistics. They describe the enterprise logistics goals and allow unified measurement and deviance identification from target values [7, 9].

–a fault tree of supply logistics. It is being used for localization of faults and their relations, as well as revealing of their spreading throughout the whole process of supply logistics [9];

–an early warning system of supply logistics. It allows calculation of actual and forecasted values of logistics measures and determination of goal states, specific for the period, for evaluation of performance indicators depending on target values found in advance [8, 9];

–a static model of causal relationships. It is being used for evaluation of static interrelations between the components of goals system, process model and fault three [1];

–a dynamic model of causal relationships. By its means, the objective evaluation of faults causes, that cause goals deviances, is being done [5];

–a model for prioritizing of faults causes. Its purpose is ranging of faults causes and outlining those ones, which exert essential influence on supply logistic quality [2];

The main objective of this paper is to present the concept of a database of the system for controlling the quality of supply logistics.

Database structure of the system for controlling the supply logistics quality. Data models are used for modeling of static aspects of the data and the

relationships between them. For this purpose, the required data to run the system for controlling the quality of supply logistics are considered separately and are structured so that they can be organized using a relational database. In this regard, the data model are developed using an entity-relationship-model (Figure). In the database types of “entity” and types of “relationships” in three

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clusters of data are separated, namely: primary data, static model, dynamic model.

In cluster “Primary data” the conditions and characteristics of the enterprise supply logistics are described. It includes setting the following parameters: name of logistics processes; the name of the supplied item groups; the name of the objective indicators of supply logistics; specifically item group values of the control limits (warning limits and intervention limits) of the goal measures.

In cluster “Static model of relationships” different levels of data linked from cluster “primary data” and from identified the causes of faults have been build. The data in the cluster are distributed into three tables:

–the first table describes the matrix “Processes – Goals”. It indicates the impact of various logistic processes on the logistics goals [6]. The assessment of this interaction is reflected in measure IFPG (impact factor of logistics processes on the logistics goals).

–the second table describes the matrix “Faults – Processes”. It reflects the frequency of occurrence of various causes of faults in the logistics processes. The assessment of this impact is through measure PFOF (probability factor of occurrence of logistic processes fault).

–the third table describes the entity “Total relationships model”. He specifies the weighted impact of each logistical fault on any logistical objective. The assessment of this impact through measure WIFFG (weighted impact factor of faults on goals) is described.

The static model of relationships is build after describing all interac-

tions.

In cluster “Dynamic model of relationships” the manner of determining the specific fault rates is being presented. Calculation goes through several stages using following data: periodic values of the goals indicators, values of their deviation from target values respectively intervention values and values from matrix “Weighted impact of faults on goals” [2]. This cluster includes data grouped into three tables:

–the first table describes the matrix “Current state of the goals”. It characterizes the state of goals at some point in time for each item group. Its data are provided by the subsystem for diagnostics of logistic objectives state within the early warning system [5]. Assessment of their state is expressed through measure CSRG (current state rate of goals);

–the second table, “Periodic values of goals indicators” contains information about the operation of the subsystem for continuous monitoring of early warning system, which registers the current values of the logistic parameters and use it to calculate their forecasted values for each item group;

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– the third table contains the values of the estimated aggregate fault rate, which takes into account the cumulative effect of the fault on the overall supply logistics.

Fig. Entity-relationship-model of the database of the system for supply logistics quality controlling

Each data cluster consists of several entities, which contain multiple attributes. Additionally, entities can be divided into static and dynamic. Static entities describe data that does not change during the calculation of the fault

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rate. They generally include all entities that are in the cluster «primary data». Dynamic entities contain data that vary according to the particular situation or data that are created consistently in process of calculating the fault rate.

The links between entities are described by relations. Relation occurred immediately after creating a logical link between two entities with the appropriate key field. Data record for each entity is uniquely identified by a primary key (key fields). Primary key may consist of one or more fields (attributes). The relations with other entities are created by key fields.

Related fields of every entity are also a primary key of the entity associated with the relation. This means for example that several faults causes can be attributed to the same process.

Conclusions. The basis of the concept of a support system for logistics supply decisions is the idea of creating a toolkit to assist the logistics managers in making optimal decisions in the supply logistics that has to support its effective management. To ensure proactive rather than reactive action of logistics management in managing logistics processes in supply the proposed toolkit combines methods of quality management which ensure proactively detection of potential errors in the supply logistics and methods of logistics controlling for providing feed forward and feedback. Effective practical application of the various modules of the toolkit is unthinkable without their software implementations. In this regard, the model of the database required for system operation has been proposed.

References

1.Димитров И., Мустафова А. Статично моделиране на взаимодействията в системата за подържане на качеството на логистиката на снабдяването // Мениджмънт и инженеринг: VII Международна конференция. – Созопол, 2009.

2.Димитров И., Мустафова А. Динамично моделиране на взаимодействията в системата за подържане на качеството на логистиката на снабдяването // Мениджмънт и инженеринг: VII Международна конференция. – Созопол, 2009.

3.Димитров И., Мустафова А. Цели на логистиката на снабдяването // Управление и устойчиво развитие. – София, 2009.

4.Димитров И., Мустафова А. Модели за контролинг на логистиката на снабдяването // Управление и устойчиво развитие. – София, 2009.

5.Димитров И., Павлова Д. Система за текущ контрол на логистичните цели в рамките на системата за ранно предупреждение в снабдител-

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ската логистика // Съвременни проблеми в теорията и практиката на управлението на предприятията: сб. науч. тр. / Международен център по мениджмънт. – Варна, 2006.

6.Димитров И., Павлова Д. Основни аспекти на тоталното управление на качеството: годишник на университет «Проф. д-р Асен Злата-

ров». – Бургас, 2004. – Т. XXXIІI.

7.Dimitrov I., Mustafova A. Logistic processes model within the framework of the faults identification system in supply logistics: збірник нау-

кових праць. – Черкаси: ЧДТУ, 2010. – Вип. 26. – С. 34–37. – (Сер. Економічні науки).

8.Dimitrov I., Pavlova D. Logistics goals diagnostic system within the early warning system in the supply logistics, Conference Proceedings // Business and Management: 4-th International Scientific Conference. – Vilnius: Lithuania, 2006.

9.Mustafova, A., Dimitrov I. An approach for development of a logistics performance measures system and a fault three in supply logistics: збірник наукових праць. – Черкаси: ЧДТУ, 2010. – Вип. 26. – С. 38–41. – (Сер. Економічні науки).

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S. Tranev

University «Prof. Dr. Asen Zlatarov»

Burgas, Republic of Bulgaria

DOCUMENT FLOW AND SUCCESSFUL MANAGEMENT

The success of any management is the result of a combination of many factors and subject to many conditions. The combining of factors is not an arbitrary or a random act, but a logical process that has the features of an individual system. Although the system has its key elements, what is inevitable for its existence is a documentary basis. The material presents the viewpoint of the author for the role of document flow with regards to the quality and success of management.

Keywords: document flow, system, process, instrument, management process.

The purpose of this article is to examine the place and role of documentation as a factor in the optimization of organizational activities and various aspects ranging from quality and results, to efficiency and return, but most of all the state of the management system.

The tasks, which arise from the objective and its implementation, find their role in the application of standards and procedures during the establishment and enforcement of a whole set of rules, norms and canons in the development of the structure of the document flow, ensuring effective management and sustainable development.

For the successful management of a business organization, regardless of the offered product or service, a management system needs to be developed, implemented and maintained. It can cover the entire activity of the organization or its individual subsystems, for example customer order management [3]. The first case is superior, but it requires more effort both when it comes to management, and on the part of executive staff. Also conditions for implementation of total quality management systems are crated [4]. The regulation of the basic management functions ensures easier monitoring and analysis of the results achieved. The documentation of the management system brings the following main benefits:

–Describes the management of the organization.

–Provides information to different groups (both permanent and ad hoc ones, which include employees with different skills and experience gathered in

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various units), in order to better understand the relationships within the organization.

–Helps employees understand their role in the organization, thereby increasing their awareness of the purpose and importance of their work.

–Ensures mutual understanding of employees and management.

–Provides a basis for the expected work results.

–Explains how to carry out activities to achieve set objectives.

–Provides objective evidence for the achievement of set requirements.

–Provides a clear and effective framework for action.

–Provides a basis for the training of new employees and periodic retraining of current staff.

–Provides a basis for order and balance within the organization.

–Provides sustainability of the operations.

–Provides a basis for continuous improvement.

–Provides a basis for system auditing.

–Provides a basis for evaluation of the effectiveness and continuing suitability of the management system.

It is recommended to follow by a hierarchy in the documentation of the management system of the organization. Such a structure facilitates the development, distribution, maintenance and clarity of documentation. The development of a hierarchical structure depends on the conditions within the organization. The scope of documentation is mainly determined by:

–The size of the organization.

–The types of activities.

–The complexity of processes and their interaction.

–The competence of its staff.

A sample hierarchical structure of documentation may include:

–A manual (guide) for organizational management.

–Management procedures.

–Management instructions.

–Forms.

–Records.

–External documents.

The manual/guide for organisational management of a small organisation may include a description of the entire management system [1]. For large and multinational organisations several manuals/guides can be developed. Generally a manual/guide may contain:

– Data for the organisation: name, location and so forth.

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