Logistics behaviour of small enterprises: performance, strategy and definition

Abstract

Progressively acknowledged as a systemic function and an organizational integration factor, logistics is slowly becoming a major strategic issue for organizations. Small‐ and medium‐sized enterprises (SMEs), defined as enterprises with fewer than 500 employees and management centralized mainly in the person of the owner‐manager, who has a high degree of control over activities, specifically seek to improve their performance and efficiency through logistics. Suggests that logistics appears to play two roles in SMEs: an adaptation role, helping the enterprise adapt to changes in external conditions, and an integration role at the various organizational levels. In fact, clearly observes, a growing need for logistics and the heterogeneity of the strategic behaviours indicates that logistics (as a performance factor) should be developed according to the distinctive advantages of the SMEs concerned ‐ for example, the technological and organizational structure or the management style of the owner‐manager. Logistics is an overall concern in small enterprise strategy. It evolves from the transformation of structure, behaviours and internal expertise towards efficiency and effectiveness zones for very integrated SMEs, and efficiency zones for the others.

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