Open AccessMODELS OF STRATEGIC ALLIANCES IN CONTEXT LOGISTICS PARTNERSHIP
Author(s) -
Lubоv Lipych
Publication year - 2021
Publication title -
naukovij poglâd: ekonomìka ta upravlìnnâ
Language(s) - English
Resource type - Journals
eISSN - 2706-9079
pISSN - 2521-666X
DOI - 10.32836/2521-666x/2021-72-5
Subject(s) - business , competitor analysis , industrial organization , general partnership , context (archaeology) , position (finance) , product (mathematics) , service (business) , strategic alliance , alliance , marketing , production (economics) , economies of scale , competitive advantage , economics , finance , paleontology , geometry , mathematics , macroeconomics , political science , law , biology
From the point of view of the logistical approach, the value expected by the consumer is to provide the highest utility in terms of time and place. Installed that the source of creating a competitive position is the differentiation of customer service quality, reducing the cost of logistics processes by optimizing the logistics flows of products, information, capital and their processing in the logistics system of the enterprise or corporate network. The purpose of the study is to present the benefits of models of strategic alliances of logistics partnerships to increase the competitive position of enterprises whose development is based on the internationalization of activities. It is substantiated that using the synergy of the alliance, enterprises develop rapidly due to the effective merger of knowledge, skills, financial resources, technologies, infrastructure, means of production. Models of strategic alliances of logistics partnership are identified. An alliance of close integration is the cooperation of competitors in the field of production of a certain product or the implementation of a certain stage of the production process. It is a partnership of competitors who want to gain at the expense of the alliance: access to joint assets of partners, pooling of investments for innovative projects, achieving benefits through economies of scale, the ability to control the logistics process of competitors with expanded sales channels. An additive alliance is a union of partners who jointly produce and sell the final product C. Through this form of cooperation, allies increase their competitive position, which is reflected in increased sales, reduced costs, increased market share and increased barriers to entry into the sector. A complementary alliance brings together competitors who offer complementary services. Most often, one of the partners is involved in the production of product A, the other – in its distribution. Partners strengthen each other's competitive position by improving the quality of customer service, taking into account the increase in the usefulness of time and place in the well-known partner B – the local market. The article presents the logic of creating utility in the models of strategic alliances of logistics partnership.