"636678" . "Stehl\u00EDk, Anton\u00EDn" . . "2003-12-04+01:00"^^ . . "Mnoho podnik\u016F u\u017E poznalo, \u017Ee v\u00FDznamn\u00FDch a trval\u00FDch operativn\u00EDch zlep\u0161en\u00ED lze dos\u00E1hnout jen p\u0159i vz\u00E1jemn\u00E9m slad\u011Bn\u00ED v\u0161ech funkc\u00ED pod\u00E9l logistick\u00E9ho \u0159et\u011Bzce. Nejv\u011Bt\u0161\u00ED p\u0159ednost takto reorganizovan\u00E9ho z\u00E1sobovac\u00EDho \u0159et\u011Bzce je t\u0159eba spat\u0159ovat ve z\u0159eteln\u00E9m sn\u00ED\u017Een\u00ED n\u00E1klad\u016F, jako\u017E i v minimalizaci z\u00E1sob a pr\u016Fb\u011B\u017En\u00FDch dob p\u0159i sou\u010Dasn\u00E9m zv\u00FD\u0161en\u00ED stupn\u011B pohotovosti dod\u00E1vky. Tajemstv\u00ED \u00FAsp\u011Bchu \u0161pi\u010Dkov\u00FDch podnik\u016F spo\u010D\u00EDv\u00E1 v d\u016Fsledn\u00E9m pojet\u00ED cel\u00E9ho \u0159et\u011Bzce tvorby hodnoty od surovin a\u017E ke kone\u010Dn\u00E9mu u\u017Eivateli, co\u017E p\u0159edstavuje i pochopen\u00ED SCM. Pr\u00E1v\u011B rozpor mezi rostouc\u00ED slo\u017Eitost\u00ED a rychl\u00FDm a hospod\u00E1rn\u00FDm pln\u011Bn\u00EDm p\u0159\u00E1n\u00ED z\u00E1kazn\u00EDk\u016F \u0159e\u0161\u00ED mnoho podnik\u016F aktivitami spadaj\u00EDc\u00EDmi pod pojem \u0159\u00EDzen\u00ED z\u00E1sobovac\u00EDho \u0159et\u011Bzce, ve zkratce SCM. V\u00FDsledky jsou \u010Dasto rozd\u00EDln\u00E9 a jsou odvisl\u00E9 od pozn\u00E1n\u00ED sou\u010Dasn\u00E9 implementace SCM, tak i budouc\u00EDho v\u00FDvoje, co\u017E p\u0159edstavuje n\u00E1sleduj\u00EDc\u00ED obsah p\u0159\u00EDsp\u011Bvku." . "4"^^ . . . . "Supply; Chain; Management; Implementation; Distribution"@en . . "Zv\u00FD\u0161en\u00ED transparentnosti SCM"@cs . "Increase in the transparence of SCM"@en . "150-153" . . "Zv\u00FD\u0161en\u00ED transparentnosti SCM" . . "1"^^ . . . "RIV/00216224:14560/03:00008566!RIV08-AV0-14560___" . "Vysok\u00E9 u\u010Den\u00ED technick\u00E9 v Brn\u011B" . . "Zv\u00FD\u0161en\u00ED transparentnosti SCM" . "Brno" . "Brno" . "Increase in the transparence of SCM"@en . "1"^^ . . "14560" . . . "Zv\u00FD\u0161en\u00ED transparentnosti SCM"@cs . . . . "[9CB349BCB1F6]" . "Mnoho podnik\u016F u\u017E poznalo, \u017Ee v\u00FDznamn\u00FDch a trval\u00FDch operativn\u00EDch zlep\u0161en\u00ED lze dos\u00E1hnout jen p\u0159i vz\u00E1jemn\u00E9m slad\u011Bn\u00ED v\u0161ech funkc\u00ED pod\u00E9l logistick\u00E9ho \u0159et\u011Bzce. Nejv\u011Bt\u0161\u00ED p\u0159ednost takto reorganizovan\u00E9ho z\u00E1sobovac\u00EDho \u0159et\u011Bzce je t\u0159eba spat\u0159ovat ve z\u0159eteln\u00E9m sn\u00ED\u017Een\u00ED n\u00E1klad\u016F, jako\u017E i v minimalizaci z\u00E1sob a pr\u016Fb\u011B\u017En\u00FDch dob p\u0159i sou\u010Dasn\u00E9m zv\u00FD\u0161en\u00ED stupn\u011B pohotovosti dod\u00E1vky. Tajemstv\u00ED \u00FAsp\u011Bchu \u0161pi\u010Dkov\u00FDch podnik\u016F spo\u010D\u00EDv\u00E1 v d\u016Fsledn\u00E9m pojet\u00ED cel\u00E9ho \u0159et\u011Bzce tvorby hodnoty od surovin a\u017E ke kone\u010Dn\u00E9mu u\u017Eivateli, co\u017E p\u0159edstavuje i pochopen\u00ED SCM. Pr\u00E1v\u011B rozpor mezi rostouc\u00ED slo\u017Eitost\u00ED a rychl\u00FDm a hospod\u00E1rn\u00FDm pln\u011Bn\u00EDm p\u0159\u00E1n\u00ED z\u00E1kazn\u00EDk\u016F \u0159e\u0161\u00ED mnoho podnik\u016F aktivitami spadaj\u00EDc\u00EDmi pod pojem \u0159\u00EDzen\u00ED z\u00E1sobovac\u00EDho \u0159et\u011Bzce, ve zkratce SCM. V\u00FDsledky jsou \u010Dasto rozd\u00EDln\u00E9 a jsou odvisl\u00E9 od pozn\u00E1n\u00ED sou\u010Dasn\u00E9 implementace SCM, tak i budouc\u00EDho v\u00FDvoje, co\u017E p\u0159edstavuje n\u00E1sleduj\u00EDc\u00ED obsah p\u0159\u00EDsp\u011Bvku."@cs . "80-214-2354-4" . "A lot of firms have already identified that it is possible to achieve significant and lasting operative improvement only at mutual coordination of all functions along logistic chain. The biggest advantage of this chain is obviously in cost reduction, in stock minimalization and in the minimalization of production time with simultaneous increase in the preparedness of the delivery. The secret of the success of top firms consists in consistent conception of value formation in supply chain from raw materials to end user. The results of established SCM activities are often different and depend on understanding of existing SCM implementation and depend on the future evolution."@en . . "Nov\u00E9 trendy rozvoje pr\u016Fmyslu" . "P(IAA7167201)" . "RIV/00216224:14560/03:00008566" .