Development and research of a model for optimizing the composition of a project-oriented forwarding company’ suppliers

Authors

DOI:

https://doi.org/10.15587/2706-5448.2021.225521

Keywords:

synergistic effect, portfolio of projects, distribution of scope of work, virtual project management office

Abstract

The object of this research is the composition of the suppliers of a project-oriented transport and forwarding company. The work is aimed at determining the composition of the suppliers of a project-oriented transport and forwarding company, the purpose of which is to obtain a synergistic effect, which manifests itself in reducing the costs of performing individual operations of the transport process while meeting local requirements for each project.

This study proposes an optimization model that allows to determine the composition of suppliers of a project-oriented organization in order to obtain the maximum systemic effect – a synergistic effect. The proposed approach is based on the creation of a virtual project management office, the work of which is based on the corresponding information system. The proposed model is a flexible tool that allows to quickly form the composition of suppliers of a project-oriented company. The model is developed for the service sector and, in particular, for the transport industry, where suppliers are not responsible for material objects, resources, but for services, the set of which forms the essence of the project. Thus, the product of the project and its parameters in such a situation are directly formed due to the specifics of suppliers and the parameters of their services. For the transport industry, this approach has not been used before and can serve as a theoretical basis for building a project-oriented management system in the transport sector. The synergistic effect taken as a basis in this model provides the greatest difference between the «declared» delivery costs and the «actual» ones, which are formed taking into account the amount of work for all projects. Since the freight forwarding company is the «holder» of the portfolio of all deliveries/projects, a certain part of the synergy effect can be used to reduce delivery costs for customers in order to increase competitiveness and attractiveness.

Experimental studies have substantiated the reliability of the results of the developed model and confirmed its practical applicability. This model is quite universal and can be supplemented with restrictions that take into account the specifics of a project-oriented organization, its projects and requirements for suppliers.

Author Biographies

Nataliia Pavlova, Odessa National Maritime University

Senior Lecturer

Department of Port Operation and Cargo Works Technology

Svitlana Onyshchenko, Odessa National Maritime University

Doctor of Economic Sciences, Professor, Director

Educational and Scientific Institute of Marine Business

References

  1. Bushuev, S. D. (2010). Mechanisms of value formation in the activities of project-oriented enterprises. East European Journal of Advanced Technology, 1/2, 4–9.
  2. Pavlova, N., Onyshchenko, S. (2020). Organization of transport company’s project-oriented management (on the example of the freight forwarding company). Management of Development of Complex Systems, 42, 23–28. doi: http://doi.org/10.32347/2412-9933.2020.42.23-28
  3. Owens, J. (2010). Project Management for Complex Transportation Projects. doi: http://doi.org/10.31274/etd-180810-1807
  4. Guidance for Transportation Project Management (2009). National Academies of Sciences, Engineering, and Medicine. Washington: The National Academies Press. doi: http://doi.org/10.17226/23028
  5. Bínová, H. (2013). Methodology of transportation project management. Journal of System of Integration, 1, 30–37.
  6. Onyshchenko, S. P., Koskina, Y. O. (2019). Essence, Specifics and Forming of Cargo Delivery Systems. Visnyk of Vinnytsia Politechnical Institute, 144 (3), 86–95. doi: http://doi.org/10.31649/1997-9266-2019-144-3-86-95
  7. Goodman, E. (2003). Practicalities of supplier management on global projects: avoiding the pitfalls. Paper presented at PMI® Global Congress 2003 – EMEA, The Hague, South Holland, The Netherlands. Newtown Square: Project Management Institute. Available at: https://www.pmi.org/learning/library/supplier-management-global-projects-pitfalls-7775
  8. Bissonette, M. M. (2016). Project Risk Management: A Practical Implementation Approach. Project Management Institute, 279.
  9. Buzzetto, R. R., Bauli, M. R., Carvalho, M. M. (2020). The key aspects of procurement in project management: investigating the effects of selection criteria, supplier integration and dynamics of acquisitions. Production, 30, e20190112. doi: http://doi.org/10.1590/0103-6513.20190112
  10. Taggart, A. (2015) Project Management for Supplier Organizations. Harmonising the Project Owner to Supplier Relationship, 302. doi: http://doi.org/10.4324/9781315602394
  11. Suraraksa, J., Shin, K. (2019). Comparative Analysis of Factors for Supplier Selection and Monitoring: The Case of the Automotive Industry in Thailand. Sustainability, 11 (4), 981. doi: http://doi.org/10.3390/su11040981
  12. Liao, C.-N. (2010). Supplier selection project using an integrated Delphi, AHP and Taguchi loss function. ProbStat Forum, 3, 118–134. Available at: https://www.researchgate.net/publication/229052488_Supplier_selection_project_using_an_integrated_Delphi_AHP_and_Taguchi_loss_function
  13. Alves, T. da C. L., Ravaghi, K., Needy, K. L. (2016). Supplier Selection in EPC Projects: An Overview of the Process and Its Main Activities. Construction Research Congress 2016, 209–218. doi: http://doi.org/10.1061/9780784479827.022
  14. Apa, R., Sedita, S. R. (2017). How (do) internal capabilities and the geography of business networks shape the performance of contractors in public procurement tenders? Evidence from the construction industry. Construction Management and Economics, 35 (7), 404–419. doi: http://doi.org/10.1080/01446193.2017.1287926
  15. Cheng, L. (Victor), Carrillo, E. E. (2012). Assessing supplier performances under partnership in project‐type procurement. Industrial Management & Data Systems, 112 (2), 290–312. doi: http://doi.org/10.1108/02635571211204308
  16. Jelodar, M. B., Yiu, T. W., Wilkinson, S. (2016). A conceptualisation of relationship quality in construction procurement. International Journal of Project Management, 34 (6), 997–1011. doi: http://doi.org/10.1016/j.ijproman.2016.03.005
  17. Eriksson, P. E., Westerberg, M. (2011). Effects of cooperative procurement procedures on construction project performance: A conceptual framework. International Journal of Project Management, 29 (2), 197–208. doi: http://doi.org/10.1016/j.ijproman.2010.01.003
  18. Onyshchenko, S. P., Arabadzhy, E. S. (2012). Formation of the optimal enterprise development program. Eastern-European Journal of Enterprise Technologies, 6 (3 (54)), 60–66. Available at: http://journals.uran.ua/eejet/article/view/2251
  19. Pavlova, N., Onyshchenko, S. (2020). The concept of modeling the optimal parameters of the projects of the portfolio of the project-oriented organization. Bulletin of the National Technical University “KhPI”. Series: Mathematical Modeling in Engineering and Technologies, 1 (1355), 75–79. doi: http://doi.org/10.20998/2222-0631.2020.1.11

Downloads

Published

2021-02-28

How to Cite

Pavlova, N., & Onyshchenko, S. (2021). Development and research of a model for optimizing the composition of a project-oriented forwarding company’ suppliers. Technology Audit and Production Reserves, 1(2(57), 36–42. https://doi.org/10.15587/2706-5448.2021.225521

Issue

Vol. 1 No. 2(57) (2021): Information and control systems

Section

Systems and Control Processes: Reports on Research Projects

License

Copyright (c) 2021 Наталья Леонидовна Павлова , Светлана Петровна Онищенко

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

The consolidation and conditions for the transfer of copyright (identification of authorship) is carried out in the License Agreement. In particular, the authors reserve the right to the authorship of their manuscript and transfer the first publication of this work to the journal under the terms of the Creative Commons CC BY license. At the same time, they have the right to conclude on their own additional agreements concerning the non-exclusive distribution of the work in the form in which it was published by this journal, but provided that the link to the first publication of the article in this journal is preserved.