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The Role of Stocks in the Supply Chain
515-526Views:1437Az ellátási lánc teljesítményét nagymértékben befolyásolja a szereplők készleteinek összetétele, nagysága, rendelkezésre állása. A végső fogyasztókért vívott versenyben kiemelt szerepe van a kiszolgálási színvonalnak, hiszen az ellátási láncok ugyanazokért a fogyasztókért vívnak versenyt, és a fogyasztók döntése leginkább e két tényező, mint a készlet nagyága és a kiszolgálás minőségétől függ. A tanulmány a kkv-k logisztikai problémáit feltáró kutatás része, melynek célja rávilágítani a jellemző nehézségekre, és azokra a kihívásokra, amelyek legtöbbször elkerülik a logisztikai- vagy ellátási lánc vezetők figyelmét. A fejlődő kkv méretű vállalkozások versenyképessége - ami magába foglalja a költségek nagyságát is, kapcsolódva a K+F tevékenységhez vagy vállalat növekedéshez – a lekötött tőke mértékével arányosan változhat, melynek jelentős részét képezik a készletek. A kutatásban résztvevő vállalat, a Diego Kereskedelmi Kft. készletezési politikáján keresztül kerül elemzésre a készletek összetétele, illetve a velük kapcsolatos kockázatok, illetve félreértések. A tanulmány célja továbbá a helyes megoldások elősegítése, melyhez szorosan kapcsolódik (az itt tárgyalásra nem kerülő) Lean megoldások támogató szerepe.
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Analysing the Conditions of SMEs Regarding Quality Assurance in Hungary and the European Union
Views:346Nowadays, small and medium sized enterprises (SME) have a relatively large task and expectation caused by the appearing of populated large foreign-owned enterprises in our country. In order that they will be able to cooperate with them and be able to join and integrate into the value chain they supply they must meet the high quality of standards. Obtaining then preserving quality certificates is essential for this. It can be fulfilled exclusively with thorough screening and problem identification.
This situation is exacerbated continuously by globalization in which each sector is involved. It means that they must remain competitive globally. Although in our country most of the small and medium sized enterprises bears the specific characteristics of family businesses innovation may not be avoided if they intend to stay competitive. To fulfil this quality assurance is one of its integral part.
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Examining the Virtues of Organisational Citizenship Behaviour (OCB) at an SME
41-52Views:348Nowadays, especially in the Eastern region of Hungary, small businesses face an increasing challenge in attracting and retaining a well-qualified workforce that is able to accept and commit to the goals of SMEs. This is due to the promising career prospects offered by foreign-owned large companies locating here. However, if SME employees possess the virtues of organisational citizenship behaviour (OCB), they will develop a stronger commitment to the organisation. The aim of our research was to explore the extent to which the five OCB virtues; sportsmanship, conscientiousness, altruism, politeness and civic virtue are present in a small construction company in Hajdú-Bihar county. Our survey was carried out using a questionnaire method, which was analysed as a function of length of service, education and age. The main findings are that there is a strong correlation between the presence of OCB characteristics and age and length of time spent with the firm.
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A vállalati kultúra sajátosságai a KKV szektorban
1-10Views:591A kis-és középvállalkozások szerepe az európai gazdaságban kulcsfontosságú, ugyanis a kkv szektor közel 87 millió embert foglalkoztat, a versenyszféra alkalmazottaknak mintegy kétharmadát és az Európai Unió hozzáadott értékének mintegy 58%-át teszik ki. Míg az uniós átlag 4,2 fő, addig a magyarországi kkv-k átlagosan 3,1 főt foglalkoztatnak. A kis- és középvállalkozások napjainkban nagymértékben hatást gyakorolnak a magyar gazdasági teljesítményre, illetve a foglalkoztatásban jelentős részt vállalnak, kiemelkedő a szerepük az új gazdasági szerkezetben. A versenyképesség lényegére, a vállalat termelékenységére nagy hatással vannak a vállalaton belüli, főleg a vállalati menedzsment és a vállalati kultúratényezők. Tanulmányom célja megvizsgálni a kis- és középvállalkozások vállalati kultúra tényezőit, amelyeket meghatározói a hatékony működésnek, majd ezek alapján javaslatot tenni a versenyképesség növeléséhez hozzájáruló kultúrafejlesztésre.
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Knowledge of Control Methods and their Application in the Practice of Small and Medium Enterprises in the Northern Great Plain Region
441-452Views:582Like large companies, the small, and medium-sized businesses need also all the information to ensure the efficiency and effectiveness of their business by making sound management decisions. Compared to large companies, SMEs have significant development potential, which can be created in part by the companies themselves, possibly through the introduction of new-modern management - business administration methods or economic policy measures (= targeted and efficient support system), which, by stimulating R & D & I processes, serves to increase competitiveness and contribute more and proportionally to domestic GDP and exports. The analysis presented in the study covers the controlling knowledge of the leading SMEs of the Northern Great Plain Region, the conscious or unconscious application of controlling tools, the assessment of succession, customer and supplier valuation and certain areas of managerial accounting. Overall, it can be concluded from the small sample size that the use of controlling tools is proportional to the size of the business, but nevertheless, many mid-size business executives do not require the collection and analysis of insider information that could explicitly help decision making for example through advanced costing procedures.
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Adapting Open Innovation Model in Supplier Qualification Programs
155-167Views:476The development of innovative models fundamentally contribute to the changing the way of thinking in business context. Today, in this process, the impact of open innovation model is a kind of paradigm shift. The contents of this change has been mostly clear in the field of context of product-, innovation and technology, but not onm the field of organizational and management innovations. In this study, we sought to answer that in the case of knowledge transfer’s special field –the programs of suppliers - how to apply the principles of open innovation and how this may have positive effects. The motivation behind, was to look for commonly used models for the SME sector, that is fundamentally linked to large enterprises as suppliers, characterized by increasingly rapid technological development ecosystem to collaborate.
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An Overview of the Situation of SMEs in Hungary in Catching up to Industry 4.0
72-80Views:369Since I have been working I have been in contact with small and medium-sized enterprises (SMEs) and large companies in various ways. I have thus been confronted with the disadvantages of the former in terms of the introduction and use of 4IF technologies. Yet most of them are aware that to remain competitive in the market, they cannot avoid digitising their operational processes to some extent. I have also found that this mainly depends on the characteristics of the organisation; for example, its orientation. Domestic SMEs are therefore currently at a competitive disadvantage in the market. However, there is no information on whether there is a trend towards development and where they themselves should develop. This would help them to develop the right, achievable vision for the future, coupled with a feasible business strategy.
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Product Assembly Process Improvement of Agricultural Cultivator Trailers
59-62Views:207The aim of our paper is to increase production efficiency of a small and medium sized enterprise by
applying cost-effective process development tools. The existence of the firms depends on their business processes,
because optimally-organised process is a key in the run of business (business run) in a productive way. In order to
keep and grow the competitive edge with the competitions, firms must supervise their processes with constant
frequency, and if it is needed, procedures must be developed. In this case, company can resort to both human and
physical resources. Our experiment focused on the development of an assembly process at a small sized enterprise.
Applying process modelling techniques, and diagnostic procedures, and also data gathering methods we try to get to
define corrective actions, with which the whole lead time can be reduced by 50%. For investigate and rank waste we
use failure mode and effects analysis and 5 whys methods. -
The Manageable Development is a Lean Basis for a Small Organization
188-203Views:270The lean approach is based on the buyer, while eliminating losses, in addition to value creation and efficiency gains, it determines the direction of developments in the process. To successfully build and maintain lean, engagement and development is indispensable, but it is not as simple as changing past behaviors and attitudes. The company also realized that changes were needed, as the increased number of employees in the company, and the increase in production and the profits associated with it, made it clear that organizational development is needed. The organization development was started by SWOT analysis, and along with Ishikawa's assay, I discovered whether LEAN was necessary for the company. With Gemba, I took a look at the problems and then categorized them to designate development points.
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Investigation of Information and Communication Technologies (ICT) Usage in the Business Relations of the Agri-Food Econ
21-29Views:245Small and medium-sized enterprises are the engines of Europe's economy. This is demonstrated by the European Small Enterprises Charta, adopted in 2000, and by the fact that this sector employs more than 90 million people. Appropriate information and communication technology is essential to maintain their ability to function effectively and competitively. They need to know how to use these technologies for their smoot growth in productivity. The purpose of our study is to assess the regional ICT penetration of the Hungarian SME sector and compare this to that of the EU Member States.
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Menedzsment módszerek az Ipar 4.0 tükrében
507-514Views:865The fourth industrial revolution poses major challenges for organisations in terms of technological aspects and from a management point of view, too. Good (effective) management is vital as it can help overcome the difficulties arising from shortages of skilled labour and from cost-cutting pressures, and it can help improve efficiency of resources. Innovations require management methods that support the introduction of industry 4.0. In my review of the literature, I aim to find out how the current level of sophistication in this new field can help managers of SME to better embrace change. Based on the reviewed literature, from management point of view, organisational structure, leadership style and HR practices are key to creating an atmosphere conducive to learning and innovation. In terms of structure, researchers do not suggest one thing to apply, but emphasise that industry 4.0 is characterised by an unstable, changing environment, so it is worth developing a structure that is characterised by decentralisation, few rules, horizontal communication and collaborative teamwork, i.e. much more organic than mechanical. In terms of different leadership styles, it is the transformational leadership that is the most often mentioned, however, in case of industry 4.0, we need even more because it can have various limitations. Even before industry 4.0, literature has highlighted that the recommended leadership style can be defined as the combination of transformational and transactional leadership; research in industry 4.0 in recent years also emphasises that it is the expanded construction of a knowledge-driven leadership style that blends the two, which can best facilitate innovation and learning. Managers can develop employee skills and improve their learning abilities through a variety of HR practices. So the right structure, leadership style and HR prepare the organisation for industry 4.0 by facilitating learning, improving skills and innovation.
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The Past, Present and Future of a Hungarian Company
303-313Views:506The new strategy for small and medium-sized enterprises focuses on growth, the three pillars of which are the development of a knowledge-based and innovation-based economy, a resource efficient, greener and more competitive economy, and high employment and social and territorial cohesion. Based on the plans and forecasts, in the 2021-2028 cycle, however, it is not as much as today, but it is possible to calculate development resources closely linked to economic development in the form of non-refundable subsidies in many forms. In my present study, I wish to outline the life span of a Debrecen company, NEXT Broker Consulting Ltd. and its potential development prospects in the post-2020 cycle, which may be important because it deals with tender writing, so it can show a serious impression on the previous or current the direction and situation of the use of development resources, thus indirectly the realization of the goals of Hungarian economic policy.
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The Cluster as a Learning Organization
313-330Views:228Globalizálódó világunkban, ahol a KKV-k egyre inkább részeseivé vállnak a nemzetközi piaci versenynek, a klaszterek szerepe a cégek versenyképességének támogatásában meghatározó. Az elmúlt évtizedben jelentősen megnőtt az érdeklődés az innovációs klaszterek iránt, mely mögött részben az a felismerés húzódhat, hogy a vállalatok versenyelőnyét nem csupán a saját kompetenciái, erőforrásai jelentik, hanem a földrajzilag közeli üzleti környezetében fellelhetőek is. Ahhoz, hogy a klaszterek eredményesen tudjanak működni, bizonyos egyéni és szervezeti kompetenciákat birtokolnia kell. A hatékonyan működő klaszterekre tekinthetünk úgy, mint tanuló szervezet, hiszen az egyének törekednek képességeik folyamatos fejlesztésére, a közös tanulás képességének elsajátításában motiváltak, kollektív elképzelések, közös célkitűzésekés és azok megvalósítására való törekvés jellemzik. A tökéletes tanuló szervezet rendelkezik a folyamatos innováció teremtő képességgel, melyhez nagymértékben hozzásegíti a folyamatos tanulási folyamat, amely új tudást és magatartásváltozásokat eredményezve, hozzásegíti a környezeti változásokhoz való alkalmazkodását. A tanulási folyamatok esetében fontos szem előtt tartani, hogy legalább olyan ütemben tanuljuk, fejlődjünk, amit a környezeti változások megkívánnak. A készségek, képességek, a klaszterszintű együttműködés szempontjából azért töltenek be kiemelt szerepet, mert ha a partnerek nem rendelkeznek a kooperációhoz szükséges kompetenciákkal, akkor az együttműködés lehet bármennyire előnyös, az nem lesz eredményes, hiszen csak korlátozott működésre lesz képes. Miként segítheti elő a „Tanuló szervezet-ként” való viselkedés a klasztert, hogy a szükséges kompetenciákat megfelelő szinten birtokolja? A cikk vezérfonalát a klaszterek eredményes működéséhez szükséges kompetenciák beazonosítása, valamint a klasztereken belüli tudásmenedzselés, tudásmegosztás megvalósulásának vizsgálata adja.
