2. CURRENT RESEARCH IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT AT CORVINUS UNIVERSITY OF BUDAPEST Attila Chikán – Andrea Gelei Department of Logistics and Supply Chain Management

3. COMPETITIVENESS RESEARCH CENTRE CORVINUS UNIVERSITY OF BUDAPEST - „In global competition” research program 1995 - „In global competition” research program 1999 – Foundation of research centre connected to Institute of Business Economics Business Economics Three surveys (1995, 1999, 2004), all over 1200 executives of Three surveys (1995, 1999, 2004), all over 1200 executives of over 300 companies over 300 companies A Hungarian and an English language book A Hungarian and an English language book Over a hundred papers Over a hundred papers About 20 PhD theses About 20 PhD theses 2004 – New phase of research (III.)

4. 2004 - 2006 RESEARCH PROGRAM  Survey: 301 companies, 1204 executives  Contents comparable with previous surveys  More advanced methodology  30 interviews with top executives  46 research papers  Summarizing publications in preparation

5. Current research questions  Time series analysis concerning logistics performance and operations in the last decade (sample: 36)  Detailed 2004 database analysis –Description of logistics performance and operation –Logistics capabilities –Supply chain management - Relation types

6. DEGREE OF PERFORMANCE IMPROVEMENTS (BOTH EXTERNAL AND INTERNAL) * *Compared with previous year – 100 % meaning unchanged

7. INTERNAL SATISFACTION WITH LOGISTICS IN LOGISTICS AND SCM * *In percent of respondents

8. THREE PERIODS OF LOGISTICS MANAGEMENT  1996 –End of transition period from planned to market economies – improvements compared to planned economy  1999 –Realization of the important role logistics play in company success – stagnation  2004 –Conscious steps in order to increase effectiveness and efficiency of logistics operation

9. ANALYZING LOGISTICS CAPABILITIES  Theoretical basis - CLM research: –Positioning, integration, agility, performance measurement.  Methodology: –Creating indexes, which capture the different capabilities; –Cluster analysis based on capability indexes in order to differentiate companies with high level and low level of logistics capabilities; –Descriptive analysis of the two clusters - performance.

10. MEANS OF LOGISTICS CAPABILITY INDEXES IN CASE OF THE TWO CLUSTERS* * Differences in all cases were significant (>0,05)

11. INCREASE IN OVERALL COMPANY PERFORMANCE MEASURES* * Not significant (>0, 05)

12. RELATION TYPES DIFFERENTIATED ALONG THE FOLLOWING DIMENSIONS  Length of cooperation;  The level of coordination between the two partners;  The innovative nature of cooperation;  Relationship specific investment made by the two partners;  Cluster analysis (valid cases 162) – three significantly different clusters (>0,05)

13. THREE CLUSTERS OF RELATION TYPES

14. INTERPRETATION OF RESULTS  First cluster: transaction oriented relation (68 companies)  Second cluster: long term supplier contract relation (44 companies)  Third cluster: strategic partnership (50 companies)

15. CONCLUSIONS 1.Logistic and SCM management is improving 2.Companies focusing on logistics can be clearly identified, their performance is better 3.Better logistics performance does not lead to better overall company results 4.Companies in strategic partnership are in a cluster with distinct characteristics